Podcasts about Everbridge

Eric Hamilton is an accomplished sales leader with 25 years of experience, including 15 in leadership roles. As Sr. Director of Sales at Everbridge and a successful author and real estate investor, Eric brings a wealth of knowledge. Discover how sales can fund your passions, the importance of mental energy, effective forecasting, and the secrets to a disciplined, goal-oriented approach in both sales and life.Are you interested in leveling up your sales skills and staying relevant in today's AI-driven landscape? Visit www.jbarrows.com and let's Make It Happen together!Connect with John on LinkedIn: https://www.linkedin.com/in/johnbarrows/Connect with John on IG: https://www.instagram.com/johnmbarrows/Check out John's Membership: https://go.jbarrows.com/pages/individual-membership?ref=3edab1 Join John's Newsletter: https://www.jbarrows.com/newsletterConnect with Eric on LinkedIn: https://www.linkedin.com/in/erichamiltonblueprint/Check out Eric's Websites: https://www.thesalesblueprintforsuccess.com/ and https://www.everbridge.com/

Signs point to a major cybersecurity event at cloud provider Snowflake. Hugging Face discloses "unauthorized access" to its Spaces platform. Australian legislation seeks jail time for deepfake porn. CISA adds two vulnerabilities to the KEV catalog. Spanish police investigate a potential breach of drivers license info. NSA shares mobile device best practices. Everbridge crisis management software company reports a data breach. N2K's CSO, Chief Analyst, and Senior Fellow, Rick Howard joins us to preview CSO Perspectives Season 14 which launches today! Google tries to explain those weird AI search results.  Our 2024 N2K CyberWire Audience Survey is underway, make your voice heard and get in the running for a $100 Amazon gift card. Remember to leave us a 5-star rating and review in your favorite podcast app. Miss an episode? Sign-up for our daily intelligence roundup, Daily Briefing, and you'll never miss a beat. And be sure to follow CyberWire Daily on LinkedIn. CyberWire Guest N2K's CSO, Chief Analyst, and Senior Fellow, Rick Howard joins Dave to preview CSO Perspectives Season 14 which launches today! The first episode explores SolarWinds and the SEC. This episode of CSO Perspectives has a companion essay. You can find it here. Not an N2K Pro subscriber? You can catch the first half of the episode here.  Selected Reading The Ticketmaster Data Breach May Be Just the Beginning (WIRED) Hugging Face says it detected 'unauthorized access' to its AI model hosting platform (TechCrunch) Jail time for those caught distributing deepfake porn under new Australian laws (The Guardian) CISA warns of actively exploited Linux privilege elevation flaw (Bleeping Computer) Spanish police investigate whether hackers stole millions of drivers' data (Reuters) The NSA advises you to turn your phone off and back on once a week - here's why (ZDNET) Everbridge warns of corporate systems breach exposing business data (Bleeping Computer) Google's AI Overview is flawed by design, and a new company blog post hints at why (Ars Technica)  Share your feedback. We want to ensure that you are getting the most out of the podcast. Please take a few minutes to share your thoughts with us by completing our brief listener survey as we continually work to improve the show.  Want to hear your company in the show? You too can reach the most influential leaders and operators in the industry. Here's our media kit. Contact us at cyberwire@n2k.com to request more info. The CyberWire is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc.

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT Using data is pretty much integral to just about any ambitious and involved digital signage network being spun up these days, but for a lot of vendors and their customers, it's still a relatively new concept and approach. That's definitely not the case for the Toronto-area CMS software firm Omnivex, which has been around for more than 30 years and has always made data-driven communications central to what it does. More than 20 years ago, the core Omnivex solution included a module called DataPipe. I know, because I was using the thing way back then for a digital ad network I launched ... probably 10 years too early, but that's a story for another time. While a lot of its competitors have developed and marketed platforms that are pretty and loaded with bling, Omnivex has resolutely stuck to its technology guns with software that's quite involved and very powerful. The net result is Omnivex gets involved in a lot of the more complicated jobs in which real-time data, and the context it provides, shapes what shows up on screens. Airports, for example, are a very active vertical. I had a long, detailed chat with Neil Chatwood, a transplanted Brit who runs the global transport file for Omnivex. We could have gone on for hours, as he has a lot of insights about data, security, and programming content for large, very involved environments. Neil, thank you for joining me. For those people who don't know Omnivex, can you just give a quick rundown on the company?  Neil Chatwood: Yeah, for sure. So, Omnivex was established back in the dark ages of digital signage, 1991. It's a privately owned organization, just outside of Toronto, Ontario and Canada. Oh, come on. It's in Toronto. Like, Toronto goes on forever.  Neil Chatwood: Yeah, it's right. Pretty much right on the border. Well, it's on the subway line now. They've expanded the subway, so that finally happened.  Yeah, it's not like you see countryside on the other side of the parking lot though. Neil Chatwood: Not anymore. In the last 10 years, there's been a Vaughan skyline, as depressing as that may be. But yeah, I've been around a long time in a private family owned organization and it's really grown off the back of our focus on leveraging real time data, integrating with basically any system we could possibly think of. And that pedigree has kept us in the business for over 30 years now.  Yeah, I have a history in a network I started more than 20 years ago using Omnivex. So I was familiar with Omnivex products and datapipe and everything. So we were talking before we turned on the recording. I found it amusing that a lot of the software side of the industry has awakened to the idea of data integration and data handling for the last four or five years when it's something you were doing like 25 years ago.  Neil Chatwood: Yeah. Back in around 2009-2010 when a lot of the industry was yelling Content is King. Right. Don't say that.  Neil Chatwood: I know. You see. I do. Yeah, it's a classic. And our ownership at the time, you know, they like to have fun and they took that and changed it into Context as King and we've really kind of run with that since inception. But I joined the organization in 2010 and data and complexity is where we've always really hung our hat. We're a software vendor but the majority of our revenue comes from licensed sales. But we really do find ourselves in the trenches with our partners and our clients getting in there and providing pseudo consultancy on what data do you have in house?  Like, how has it been stored? What methods can we use? And figuring out the solution in parallel with all of the stakeholders, even though at the face of it we're just slinging CMS licenses. So that's our heritage and when I'm when I start talking to someone who's interested in looking at the market or you get a lead or you're talking to someone at a trade show, my advice is always to take a look at a bunch of companies. Take a bunch of companies, look at all these CMSs. In all the old guard, there's a good handful of companies that I might say some names, Navori, for example, StrataCash, Scala, right. They're all pretty old guard, when we talk about the digital signage industry.  I encourage people to take a look at all the products that are on the market and once you start to get those demos and you start to go through the sales process, you can really see the DNA of where that company's come from, right? Like, are they focused on a really pleasant UX/UI experience? Are they focused on performing high end post processing within the platform itself and are good at asset generation as opposed to creating it in a third party piece of kit and bringing it in. Our DNA has always been on the data side our position is that if you're going to make good images and assets that you're going to bring into the CMS, trying to ask a creative to use a tool, that's not something they're already comfortable with, you know you're kind of paddling upstream on that. So we've always taken the position of let people use the software that they're already comfortable with. Let's not introduce a knowledge gap, bring it in. And that leads us to, well, if we're not going to focus on the asset side, let's focus on the data side. So yeah, that's where we've come from. And it's where goals are set for in the future as well.  Well, when you have literally hundreds of software options out there these days and I would suspect most of them in some way say, yes, we do data handling, we have data integration, we have APIs or whatever it may be. How does an end user discern what's real versus just you the bare essentials? Neil Chatwood: That's a good question. When the user is going through that sales process and they're doing their comparisons, they have to show you it works right? Like, we're in an industry that is extremely visual, very creative. And you and I have been to a lot of trade shows and a lot of the DSEs in our time and if you're walking around there on setup day, I've seen plenty of CMS vendors running their showreel on windows media player, right. Before the crowds arrive and it's like, well if your stuff's that good, why are you using that? Like, why are you doing it that way? So if I was a buyer or if I was a third party consultant trying to guide someone through this, I'd be like the first couple of calls you're going to have with them. You're going to get the dog and pony show, right. They're going to show you all the sexy stuff, right? Oh yeah, all works great. Do you want to bring this plug in? Get your IT team involved, right? The people who know where your data lives and what format it's in, how accessible it is. And get them to sit down with the sales engineers of these CMS companies and get them to POC and get your data into their product, right? Most CMSs at this point, they're cloud hosting their software as a service, right? If they're sitting there and they're saying this is really easy. We can just go bing bong bop and it comes in, alright then show me. Just don't accept it at face value if you really want to dig into this stuff. I don't know any software vendor out there that isn't going to entertain the idea of a proof of concept or at least won't say, yeah, sure like any salesperson just wants to get the sale. Right.  So, if you've got this accessible data, right. Let's say it's up on Azure, right. It's some kind of blob storage or if it's accessible through an API. Can you just give me the keys? Like, let me in and I'll show you it in real time and then we'll bring it in. Once they can prove that to you, then it's not about data accessibility anymore. It's then you need to start looking into the assurances that they're going to be ethical and they're going to have the same levels of governance and control over that data that is being ingested into their system. That's where a lot of our focus is now. And you've really kind of touched on that with APIs. Back in the nineties, when we were asked to integrate with all these different data sources. We were lucky if there was documentation, it was probably RS232, serial cables.. David:That's a term I haven't heard in a long time. Neil Chatwood: Yeah. Using Telnet to get in. So like, a lot of the solution building was just kind of banging your head against the wall just to even access the data and make it legible to processing that data into information and then getting that information down onto the screen. That is less of a concern now because we're at the point where any data provider, they've probably got a fully or semi documented API or they've got an SDK, a software development kit where for the most part, if we're looking to POC a data integration. It probably takes us two to four hours, right? But based on how well documented it is, if the data structure is easy to work with and more often than not, the biggest part that takes the most time is liaising with the third party organization to let us in, right?  Because the client will say, Oh yeah.we use such and such for this and we're using this product for our bus timetables, our bus scheduling. Can you guys hit that? So it's like, well, there's a good chance we've already hit it because we've got clients there already but if we haven't, then we need to start up an engagement and start talking to that third party organization. This is the sticking point, right? Because when we start talking to that third party organization that controls that data, that the client is already paying for and leveraging it in house. Depending on the attitude and market position of that third party, they might not want to let us in, right? Like there's a bunch of organizations out there that sell digital signage as a value add, right? So, a good example of that would be, the historic vendors for flight information display systems, right? Screens in airports showing arrivals and departures. They sold data and the screen element was like, Oh, by the way, you probably want to show this on a screen, right? So we'll just sell you that too. It's a value add, it's not a true CMS. It's a point solution. So when we're engaging with that third party vendor, I'm often at the head end of this for transportation, I'm like, Hey, we're working on this project with a mutual client, they want us to get into your data. Is there any way you can provide a sandbox or some test keys so we can just prove this out? Depending on where they're at, they might not want to let us in. So, the sticking point becomes, then I have to go back to the client and say to the client, I don't wanna cause any friction here, but we can't get in without credentials and they're not giving us any. So can you please get involved? And those are the conversations where things start getting political. We're not looking to roll logs under our course friction anywhere. But as far as I'm concerned, your client's already paying for the data, right? Like if you know if you want to bolt on some charges for hey now you're using it for digital signage, so we want to charge you an extra 5k a year. That's on you. But as far as I'm concerned, an existing client is paying for the data, they want to use it this way. You're standing in the way of progress here. So, how do we deal with that? I spend so much time dealing with that now. And a reaction to that about five years ago, I started a scum works team internally. Here in order to proactively build data partnerships so that when a client says a key phrase, Everbridge is a good example, right. For mass emergency notification. So when a client says Everbridge, we don't have to go through an uncertain process of reaching out to someone we don't know, not knowing what their position is. It's like, we've actually already got this working somewhere else. We can get in here. I can show you an example of it already working or if you can give us access, we can actually prove it with your data. So that, yeah, that's the business. I just wanted to ask,  I've seen companies that talk in terms of what I call functionality apps so that they developed a data handshake with, as you said, Everbridge and then they sort of market that as an application, this is something that we can activate for you. Is that how you look at it? Or is that kind of a different angle?  Neil Chatwood: We look at it that way, conceptually because it's modularity, right? So, in our product, we're going to use a mechanism to reach out to that, that could be through some custom scripting or it could be within a product in our stable that has a full UI, in order to access that data. Like a good example would be, back in the day we had a via link for a via phone system. Right. So, that functionality that some organizations call them widgets, right. Where it's like, Hey, I just want to slot in this functionality. It's a couple of clicks. I put in my username, put in my password and away we go. We operate that in the backend of the system. But at this point, don't have a full kind of walkthrough where it's like, Hey, put in your Twitter username and password and away you go. Ours is a little bit more behind the curtain. We do it that way because we have user personalities. We actually used to use the Simpsons characters too, like, are we dealing with a bar? Are we dealing with Maggie? Like, who are we dealing with here? So those user profiles. It's like, you should be doing this, right? And if when we're looking at building out a data integration, that should really be set and forget it. There really is no reason to go in there on a regular basis and be changing that information or that query or the way we're massaging the data. So that is an administrative function, right? That is something that's behind the scenes. By virtue of that, we're probably dealing with someone who's a bit more technical, as a bit of an IT background. So, we have a relatively open system, right? So, whereas when we're dealing with widgets and a simplified user experience. Click this button, put username in, click this button, put your password and click this, or it comes on screen and now you can kind of like trim that down like that. That's what I've seen some CMSs do and I think that's a really light low friction way to get that data in there. We take the approach of like we're a toolkit. We're going to assume that our users and our clients and our channel are matching our products and our toolkit to the right levels of user. So, in the backend, it's like, here's a fully open interface that you can do whatever the heck you want with, we can give you some foundational building blocks or modules to enable and empower that user to take it where they want to take it. And that speaks to kind of one of our other positions in the industry where anyone who's been around kind of knows that Omnivex deals with relatively complex situations because we've got that wide open back end that frankly is quite and is a bit scary, right? To a user that just wants to change a welcome board or change some numbers that are on a restaurant board. So that's really not our target market, right? Our target market is predominantly enterprise level. They've got an in-house IT team or they've got a good system integrator involved where we can really get into the weeds on what data you have. Data has a cost, right? Well organizations are paying to cultivate it, gather it, store it in house. How do we make that data actionable by adding incremental value to it? That's what we're looking for. So when we go into a situation, we want to find those people, those stakeholders within the end client and within our channel to get into those deeper discussions on like, I know you want to point an arrow to the right but if we look at what data you've got in house, like, let's say, modern elevator system or a modern escalator system where we're able to tie into the back end of, Hey, on a Monday, this elevator serves floors 8 through 12.  But, on weekends or on bank holidays, that elevator is completely shut off. Then, I probably don't want that arrow to go right, when that elevator is offline. I want it to point straight ahead like a zero degrees rotation, right? Instead of 90 degrees rotation. So if we don't have an awareness of what data the client has and the client doesn't have the kind of persona or has the team in house that knows, how their systems work and how their architecture and what data they have, then they might not be the best fit for the kind of challenges we're looking to tackle. You're doing a lot more than changing a price or a soup of the day.  Neil Chatwood: Yeah, that's the table stakes, right? I mean honestly, it's a bad word in our industry, but If you really want it to go down, PowerPoint is able to do that now. Like you can integrate PowerPoint with Excel. So I know, ever since I've been in the industry, you're always kind of one step away from someone saying, well, why wouldn't I just use PowerPoint for that? It's like, well, you're missing a whole bunch of functionality on top of it. But fundamentally, any CMS worth its salt has two core elements that it needs to play with. It needs to play with data and it needs to bring in assets and basically import those two elements into a layout, right? So by that definition, can PowerPoint do it? Yeah, If we really boil it down but there's so much value on top of any of these systems. But getting to that data, exploring the data with the clients is where our ROI comes in and that's a scary term for a lot of people in this industry too. I honestly think digital signage was really looking for ROI metrics for what feels like 20 years, we were really struggling. We only really started to get metrics around that in certain fields. Right. So it's really easy to establish ROI when we've got a camera pointed to the audience, we're looking at expressions and demographics and we're triggering it and we're detecting when eyeballs are looking this way. So ROI on that is really easy. You want me to give you ROI on a wayfinding arrow changing from zero degrees to 90 degrees. That's going to be a bit more obfuscated but maybe you're going to see that down the road when you have an independent audit on your facility and your KPIs go shifted five points because your space is a lot more usable now. So, adding incremental value on that data is really what we're looking to do and you mentioned menu boards. Menu boards are a real quick win. It's very transparent, the value of that is very clear but when we start to talk around, passengers flow around an airport or like nudge theory, convincing people to move one way instead of another way because that benefits the operations of the environment. That is a little bit more tricky to prove ROI on but the humans walking around that space are going to have less friction and less stress while they're in there. But it really all comes down to weaponizing the data like how do we get the most out of it? How do we turn data into information?  I could ask a bunch of questions but we probably talked for about three hours. I'm curious about a big job that you were directly involved in and Omnivex was obviously directly involved in at Minneapolis airport which is considered one of the better airports on the planet now. What's all involved there? Because there's a lot of data handling and a lot more going on than just saying that the flight to Seattle is at gate 47.  Neil Chatwood: Yeah, there is a lot going on at MSP and just to give them a quick shout out, MSP just won the best airport in North America for the third year running. I think that came out a couple of days back and I think they've won it like seven times out of the last eight years. So, they've got a dedicated team in house that takes care of this stuff. And I really want to focus on not Omnivex for a second here because the airport deserves to be called out here and so do us. We've got a system integrator in there called radiant technology as well out of Columbus, Ohio. And the success there has really started with the vision of their CIO, Eduardo Valencia. He was directly inspired by sports stadiums, right? And he was personally quite frustrated when he went to a sports stadium. How come the puck goes in the net, the whole stadium changes color and everything goes whiz bang and all of a sudden I'm being advertised, Coca Cola and like why do my screens in my airport suck? But I'm able to see this when I go to a hockey game. So there's got it. So he used certain mechanisms to figure out what's going on in the industry and who's able to power these full experiences within a facility and thankfully led him to us. So it really started with that frustration and they took a strategic view at the airport where you'll hear Eduardo talk about it. The entire airport should just be treated as a single pane of glass and I should be able to control any screen in the airport any way that I want which is a great ambition and a lot of facilities, it's not just airports. A lot of facilities have a similar ambition and it's very easy to start with that dream but it's not going to happen unless you align resources in house. So, MSP have their own decision making panel for digital signage.  They've got a group in house that is responsible for pushing this forward. Nothing good, nothing worthwhile, nothing award winning happens by accident. Like, they've taken a real pragmatic approach to this. So, they took a look at their screen estate. They took a look at the use cases. They took a look at that data and they engaged that system integrator as I mentioned, Radiant to like all right, how do we make good on all this stuff? So, it started from the top which kept teams engaged. It kept them focused and that's why this is a success. So, a part of that with a foundational piece of technology in there. But we're really just a toolkit and it speaks to what I mentioned before about, Hey, our backend might be a little bit scary but you can do whatever the heck you want. That's the power of a toolkit. So, to go back to what you mentioned about that widget and that usability you can have a really like turbo linear workflow but that really hamstrings capabilities, right? So when you're making a product, you've got to decide which way you want to go?  Do I want to go a mile wide? And an inch deep or do I want to go real deep where the scary stuff lives? That's where we typically are. Where were the, you know, where were the angler fish? So, that was MSPs approach and that example I mentioned was about what the elevators are doing, what the escalators are doing. What's happening operationally right now within my airport. So that's where you start. Like what's happening right now. Okay. So what's happening now? Well, Delta airlines have these check-in counters open. So well, I know my building, I know where the check-in counters are. So the screens that are directly parallel at the curbside to those check-in counters, then let the people pulling up in their cars know, Hey, if you want to go Delta, there's a big Delta logo and it says open underneath it. Okay. Particularly airports that are dynamically assigning check in counters for smaller airlines, right?  Neil Chatwood: For sure. Yeah. Multi-use, environment. So, when we're, yeah. So there's always going to be situations where like, Oh yeah, that terminal that's United terminal, right? So like, there's no real variance there, but there's a whole bunch of smaller airlines and they call it common use. So, yeah. So, you know, we've got systems where, you know, let's say, you know, a smaller airline, you know, logs in like, you know, one example could be Flair. I don't, it's not around anymore. Right. But flair could log in. Okay. Well, they've only got two flights a day but they need to take over the ticket counter, they need to take over this gate temporarily. So when they log into the common use platform which is what's on those screens in front of those agents. When they log into that common use platform by virtue of them logging in, I know who they are, right? And I know that they work for Flare. So now it makes sense to change the screens that are physically behind that desk. Put up the default content for Flare right now because until this agent makes some decisions around, this screen is going to be the backdrop. This screen is going to be a priority checking or whatever. Maybe we just want to highlight that this is Flare's house now and then as they go through their login procedure the screens can be set up any way that they like and what we can do is we can provide dashboards and linear use case tools that makes it easy for that user. That's where things should be easy where someone's interacting with digital signage as this is not their job. Like their job is to make sure that they're processing passengers and getting them to where they need to be. There might be really high turnover. They have no interest or time to be trained on how to use a content management product. So it's like, look at that requirement. So what do I need to do? I probably need to present the screens that are behind them, I need to present to them the assets that are available to them and I need them to highlight which flight that they care about right now, that could all be manual. So, their experience is like, okay, I'm Neil, I've logged in, I'm at Flare, bang, screens change. Okay, I've got four screens behind me, what do you want on each one of these screens? I want to do image one, image three and image five. Instantly goes up on the screens behind them. All right, I'm done. So that's where it's really important to reduce that friction and make it easy. Not necessarily when we're setting up the data flow because again, I'm only really going to be setting up that data flow once and then maybe changing it when upstream data sources change. That experience for that airline agent, that is multiple times a day. That's where we need it to be frictionless, not on the data integration side. I think it's interesting with airports and other large footprint facilities like mass transport hubs, stadiums, multi use areas where there's a stadium, restaurants, residential, commercial on and on and on and airports in particular, I kind of see two threads to how experience works. I see these gorgeous, very ambitious, very expensive, digital art installations and giant LED walls in newly built airports and they talk about the experience of that and how people are going to feel good about flying and so on. But I see this whole other side and it is much more what you're talking about. A great experience in an airport is not being panicked, not being lost, not being delayed, not knowing where things are, all that sort of stuff. To me, that's a far more important experience, is that kind of how you see it and how some of your clients see it?  Neil Chatwood: There's a few hats I could wear on this. The first hat I'll wear is someone who wants to sell as many licenses as possible. I would rather they have a thousand flat panel screens, right. But that's not where the industry's going. Right. And the big reason for that is, we as an industry, we've watched the price of DV LEDs really just go through the floor to the point where there's real comparisons where it's like, is this a parity with like a 55 inch flat panel now For me to get a DVD, like a modular DVLED the same price. So that's a huge part of it. It's like the cost has finally come down to a point where it's reasonable at scale but a lot of it is also just straight up hype, right? Like airports, like anyone else have to sell and compete with other airports. And this is something that you don't really think about until you get into it but when you've got two airports that are within an hour's drive of each other. They're not only competing for passengers, they're competing for the airlines.  Yeah.  Neil Chatwood: Right? So it's like, If I'm courting with the idea of trying to bring a major airline two that are right next to each other but a good comparison would be like SFO in Oakland, right? So it's like, okay well, if I'm in Oakland, how do I convince people not to go over the bridge to SFO? I'd probably need the carriers that carry the most passengers.  San Jose? Neil Chatwood: Oh yeah. Good example. Yeah. So a lot of these big sexy installations are coming from, you've got to keep up with the Joneses. But also the price of DVLEDs is reasonable now. So there is that part of the market where it's all about the LinkedIn posts and the marketing and the wow factor. Yeah, you're exactly right. So there'll be like a handful of those within an airport, right? Like a good example would be, Nashville. We worked on a project with Nashville airport and the content that provided for that was, Gentle Home out of Montreal, where they all are. So, they provided that in an awesome job but that is just one. It's essentially two screens in probably in a state of, I think about 800 or so,  Something like that. Neil Chatwood: So, the big glitzy installations are now basically a requirement for any new build or any renovation for any airport. There's a couple of projects that I'm aware of that are really interesting. But in terms of decision making, like when I come back down to the fundamental goal of signage in general, not just digital, is to convey information quickly and clearly guide decision making in an environment. Is this generative AI artwork doing that? No, it's not going to help me get some flight on time but it might bring down my blood pressure a little bit, that's what these art installations are, right?  Like they're looking for an opportunity for facilities to express themselves, reinforce their branding, market the local area but also sell advertising which is a huge driving factor on some of these big installations too. So, there's very much like, let's call them the anchors, right? Like they're the anchor installations now where there's millions and millions of dollars being spent and then it's why I've always kind of enjoyed your outlook and your material Dave is like, the boring stuff and that's what I'm into as well and when I'm walking around the world. That's the stuff that I'm like, Oh, that is cool as hell. One of the best bits of boring signage at MSP is that good design is invisible, right? So, there is an underground walkway. It's not a walkway. It's more like a hallway but it's very much a liminal space and you're going under there. I'm trying to imagine putting my hand up. It's probably about 10 feet tall. So it's like, well, there's not much opportunity for overhead signage cause we can only really add probably about eight inches to this, like overhead. So, that team works with a display vendor and they put in, I think it's roughly around it's about a hundred or so feet wide. I know I'm probably over, I get it. It's probably about 80 feet wide. But 80 feet wide by about seven inches high.  So number one, okay, well, we're still compliant with safety and we've got this screen in this hallway now. What's great about it is it's pure wayfinding. All it does is just show people where they need to go. But upstream of this, like this very boring sign is I would estimate two and a half thousand data points. Yeah. In order to get the arrow point in the right way showing, Oh, you're looking for this airline or you're looking for a route with accessibility or you're looking for the TSA. When you add together the time to get to the queue, plus the queue time, which way should you go? What condition are the elevators in? What condition are the escalators in? Where as an airport, do I want to drive people right now, based on what's going on in my space? All that intelligence is above that sign, logically. But as a passenger, I look at it and I'm like, Oh yeah, I'm going with Air Canada today. Bump, I'm done. But the solution is so complex behind it but ultimately, it just means, Hey, this logo appears on screen and this arrow is at 220 degrees and that boils down to that. And I think that use case is beautiful like simplicity in design, it gets rid of the friction. It gets people where they need to be. That's what we're in this business for.  But the bottom line on that is it looks simple to the end user, to the observer, but there's a lot going on behind the curtains to make that work seamless.  Neil Chatwood: Yeah. Again, good design is invisible, right? Like you would have no idea the complexity that goes on with that screen. Like I said, we could talk for a very long time but we're already running longer than I usually do. So I got to wind this down, Neil, this has been great.  Neil Chatwood: Thanks, Dave. Omnivex has been around for a long time. I've been around a long time. You've been around a long time. I'm surprised we've not get to this earlier but thanks so much. I really respect Sixteen Nine and what you've done for the industry. And I encourage you to keep at it. We need a rational voice in this craziness.  All right. Well, thanks. Thanks again.  Neil Chatwood: All right. Thanks a lot, Dave. Take care.

This is our Monday show, in which we look back at the weekend and the week ahead. A big thanks to Maggie for stepping back into the Equity seat while Theresa is out today.Here's what we got into:Stocks are mixed around the world as investors digest the possibility of high interest rates persisting for longer.Crypto price movements seem to have eased in recent weeks in the wake of bitcoin spot ETF launches.Yandex's parent to exit Russia: At a huge cost, it turns out. Given Russian sanctions, owning tech assets inside the country is not a good proposition. But when you sell, you will take more than a haircut.Everbridge is going private: For $1.5 billion, we hasten to add. Not a bad price bump for the 2016-era IPO, but still far from the value it commanded in 2021.And from Startup Land, Wonder Ventures has two new funds, Naboo raised $8 million, and ProducePay put together $38 million to tackle food waste.We closed out with this fascinating CNN story about how a finance worker was scammed out of $25M after a deepfaked conference call.We'll be back on Wednesday morning!For episode transcripts and more, head to Equity's Simplecast website.Equity drops at 7 a.m. PT every Monday, Wednesday and Friday, so subscribe to us on Apple Podcasts, Overcast, Spotify and all the casts. TechCrunch also has a great show on crypto, a show that interviews founders and more! Credits: Equity is hosted by TechCrunch's Alex Wilhelm and Mary Ann Azevedo. We are produced by Theresa Loconsolo with editing by Kell. Bryce Durbin is our Illustrator. We'd also like to thank the audience development team and Henry Pickavet, who manages TechCrunch audio products.

Everbridge, Inc., Q3 2023 Earnings Call, Nov 09, 2023

This week, Ian goes backstage with David Alexander, the Chief Marketing Officer at Everbridge, leading the global strategy and vision for the brand and the go-to-market motions for the company's market-leading critical event management and national public warning software solutions.  As you'll hear, David has over two decades of experience in leading marketing and sales teams for some of the world's most innovative technology companies, including Microsoft, SAP Concur, F5, and now Everbridge and is passionate about building and leading ground-breaking, purpose-driven teams that focus on innovation. David is also an Executive Professor of Marketing in Technology at Texas A&M University, where he shares his insights and expertise with students who aspire to pursue careers in technology.  They discuss his career, what inspired him to choose marketing, his advice on building teams, his work with his students and his excellent suggestion for our portal to marketing hell, the Rockstar CMO Swimming Pool. Following that splendid conversation, we wind down the week in the Rockstar CMO virtual bar with Robert Rose, Chief Trouble Maker at The Content Advisory, to discuss what's on his marketing mind over a cocktail, and this week it's rules and metrics. Enjoy! The people: Ian Truscott on LinkedIn and Threads David Alexander on LinkedIn Robert Rose on LinkedIn and Threads As mentioned in this week's episode: Everbridge Texas A&M University User Testing product David recommends Robert's company: The Content Advisory Robert's book website: Content Marketing Strategy Rockstar CMO: Rockstar CMO on the web, Twitter, and LinkedIn Previous episodes and all show notes: Rockstar CMO FM Track List: Piano Music is by Johnny Easton, shared under a Creative Commons license We'll be right back by Stienski & Mass Media – on YouTube Planet Caravan by Pantera on YouTube Listen on: Apple, Amazon, Spotify or wherever you get your podcasts Learn more about your ad choices. Visit megaphone.fm/adchoices

RegTech Open Project PLC chief executive Ian Halladay-Pegg joined Proactive's Stephen gunnion with details of the company's value proposition and future outlook. The company empowers organisations to maintain operational resilience, adapting swiftly in uncertain times marked by wars, financial shifts, and supply chain disruptions. Its long-standing technology, tracing back to 2005, ensures business continuity, risk assessment, and timely decision-making during unfolding events, particularly in collaboration with Everbridge, a leader in emergency mass notifications. Primarily serving the banking, financial services, and insurance sectors, RegTech addresses stringent regulatory demands. These institutions must demonstrate robust operational resilience against cyber threats, ransomware, and other risks. Having secured about 60% of Italy's domestic banking market, the company's recent listing on the LSE signifies its aim to broaden horizons, targeting potential growth in the UK, Europe, and through partnerships, the expansive markets in the United States and China. Highlighting a compelling investment case, Halladay-Pegg shared the company's impressive 95% client retention rate and approximately 50% year-over-year revenue growth. With the operational resilience market projected to surpass $500 billion in the coming years, RegTech Open Project PLC stands poised for significant expansion. #ProactiveInvestors #IanHalladayPegg #RegTechOpenProject #OperationalResilience #BusinessContinuity #ProactiveLondonInterview #EverbridgeCollaboration #FinancialServices #BankingResilience #LSEListing #GlobalExpansion #CyberRiskMitigation #RegulatoryCompliance #InvestmentOpportunity #MarketGrowth #TechInnovation

Today's guest has over two decades of experience in leading marketing and sales teams for some of the world's most innovative technology companies such as Microsoft, F5, and SAP Concur. David Alexander is the Chief Marketing Officer of Everbridge and Executive Professor and Head of Industry Insights at Texas A&M University.  David joins Host Chris The post Dominate your digital transformation with David Alexander appeared first on WebMechanix.

Later this month, Montezuma and Dolores counties will be transitioning to a new emergency alert system called Everbridge. Both counties and the Cortez Police Department will make the change from using the Nixle alert system to Everbridge. The switch comes after recent shootings in Cortez and flooding in Dolores this past spring exposed weaknesses in the old system. Vicki Shaffer, the public information coordinator for Montezuma County, says that the upgrade will mean officials will be able to target specific neighborhoods during an emergency when sending out alerts. And Colorado House District 32 has a new Representative at the statehouse.

In this episode we talk with Melissa Sizemore with the Jefferson County EMA about what you need to be prepared for severe weather (hint: we are about to enter another busy season). She emphasizes it doesn't have to cost much. There are also many resources on the EMA website like signing up for Everbridge alert notices and getting a map to local shelters when a severe weather outbreak happens. Have an idea for a County podcast? Contact the Director of Public Information, Helen Hays at haysh@jccal.org

Es-Alert, el sistema sonoro de alertas que se activó en los dispositivos de los madrileños tras la DANA del pasado fin de semana, ha puesto de nuevo en el foco de la conversación pública los límites entre derecho a la intimidad y el derecho a información. La opinión pública se divide entre los que lo aplauden porque consideran que es una nueva herramienta que mejora el alcance de las comunicaciones y aumenta la capacidad de prevención ante posibles catástrofes y los que creen que es desmesurado y vulnera el derecho a la intimidad.¿De qué manera deben gestionarse en un futuro las alertas públicas en caso de emergencias? ¿Cómo conseguir que los protocolos de alerta estén en consonancia con la magnitud de la emergencia? Lo abordamos con Javier Chivite, portavoz del Centro de Emergencias 112 de la Comunidad de Madrid y director del Máster en Comunicación Política y Gestión de Crisis y Emergencias de la Universidad Nebrija: "Lo político se ha quedado a un lado. La decisión la han tomado los técnicos. Hemos priorizado que la información correcta llegue a cada ciudadano, como llevamos haciendo durante 25 años". Francisco Martín, meteorólogo de Meteored: "Posiblemente, haya que hacer una labor divulgativa parecida a la que se hacía con los avisos de la AEMET y comunicar pensando lo que te afecta a ti, a tu familia y a tus propiedades".Marcos Sanz del Castillo, director de Cuentas del sistema de alertas de Everbridge para el sur de Europa explica que no es potestad de cada país decicir el formato debido a que está estandarizado:"No se puede hacer nada para desactivar esta alerta del móvil".

Everbridge, Inc., Q2 2023 Earnings Call, Aug 08, 2023

Henrico County's new emergency management system will reach about 15,000 more people than the current system, Henrico Chief of Emergency Management and Workplace Safety Rob Rowley told the county's board of supervisors June 27. The county is in the midst of switching from Code Red, a system it has used for more than a decade, to new provider Everbridge. Both systems allow the county to send emergency notifications through text, voice calls on the cell phone and landline, emails and text to TTY phones for the hard of hearing. The most significant improvement will be that Everbridge reaches more people...Article LinkSupport the show

Everbridge, Inc., Q1 2023 Earnings Call, May 09, 2023

To help us answer those questions, we've brought in a few expert tech investors. 7investing CEO Simon Erickson recently spoke with Deepwater Asset Management's Gene Munster and Doug Clinton, who have been investing in technology for decades. Deepwater is a global asset manager based in Minneapolis, MN. The three kicked off their conversation by discussing Deepwater's investing philosophy and vision. Gene explains that their firm likes to dive deep into three core areas of technology: AI, automation, and the Metaverse. They use those as a starting point, to further screen for the best-in-breed companies with persistent growth. And finally, they look for the select few which they have the most conviction in; which is something that can't be easily found or simply modeled in spreadsheets. Doug goes on to explain the "three buckets" of investing timeframes. Some investors think only in terms of quarterly earnings and others only in terms of long-term trends. But Deepwater prefers to be in the third bucket -- from 3 to 5 years -- where they can more measurably assess what will happen in the near-term future. It turns out that predicting what the world will look like a decade from now is incredibly difficult. Gene and Doug both then discuss the FinTech sector, which is quickly transitioning from bricks and mortar to digital. Brazil's NuBank, Block, and Apple could all be opportunities for investors, as they are gaining share but without having legacy operational costs. The group then discusses the macroeconomic climate. Gene points to several companies like Home Depot still reporting disappointing earnings, and that is leading to institutional investors being cautious. But bigger-picture, it's more important to find quality companies and to size into positions over time. Simon asks them about valuation, and they described their methodical process for determining a fair price. In the second segment, the three discuss several of Deepwater's larger positions, including Meta Platforms (Nasdaq: META),  CrowdStrike (Nasdaq: CRWD), ACV Auctions (Nasdaq: ACVA), and Everbridge (Nasdaq: EVBG). They conclude with a fun "lightning round", where Simon spots them up with questions about AI and the market's largest technology companies. Publicly-traded companies mentioned in this podcast include Meta Platforms, CrowdStrike, Everbridge, ACV Auctions, NuHoldings, Block, Amazon, and Apple. 7investing's advisors and/or its guests may have positions in the companies that are mentioned. Don't miss out on future conversations like this! 7investing will be publishing upcoming interviews with the CEOs of PubMatic, Rocket Lab, and more. Join 7investing's free email list to get our podcasts and investing insights delivered directly to your Inbox. --- Send in a voice message: https://podcasters.spotify.com/pod/show/7investing/message

Working across different disciplines is no easy feat, and requires interdisciplinary knowledge, empathy, and perseverance.On this week's episode, we welcome John Maeda, former professor at the Massachusetts Institute of Technology and currently VP of Design and Artificial Intelligence at Microsoft, to hear about his experiences as a Japanese American in the US and Japan, pivot from engineer to designer, and his mission as a "bridge person" to help people transcend between disciplines and cultures.John Maeda is an American technologist and product experience leader with a passion for RESILIENCE and renewal. Currently serving as chief technology officer of Everbridge where he leads the company's long-term technology and product vision, including innovation and IP strategy.Timestamps:00:00:00 Intro00:05:27 John's Beginnings: The son of a tofuya00:09:30 What was your impression of Japanese designers?00:10:02 Every culture likes to build a wall around itself00:11:15 How did you become a designer?00:14:41 Transitioning from Japan back to the US00:16:00 How would you teach creativity to a “non-creative” person?00:17:13 Artists and designers suffer more, and the root of all interesting design is a good problem.00:19:03 The advantage of being a “bridge person”, seeing all the problems around you and helping to solve these problems00:20:06 Pros and Cons of being a bridge person00:20:59 Three takeaways◆Instagramhttps://www.instagram.com/reiinamoto/◆Twitterhttps://twitter.com/reiinamotoSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Wondering how to build a stellar marketing career? Have a listen to Jessica Deckinger, founder and president at Mint Marketing Group, as she shares how to tap into the many opportunities the marketing field offers by dabbling in many functions and learning new skills, applying knowledge across industries, and being at the center of disruption and creative thinking for a business by adding value in any field. She talks about the new normal of non-linear careers and shares tips on how to create and articulate your professional brand story throughout your journey. Jessica reflects on how globalization has created opportunities for businesses to scale much more rapidly in many parts of the world, which requires today's marketers to have a global mindset and an ability to take a “glocal” approach by always listening to your customers (customer first!). About Our Guest Jessica Deckinger is an outstanding international marketing professional who has held leadership positions with many global brands including: Vention, Everbridge, Humana, Wolverine Worldwide, Promotion In Motion, and Avon Products. She was a member of the executive team of two startups with successful exits - MCX (Retail/Fintech) and Adeo (Biotech/CPG). In the earlier years of her career, she also held finance and operations roles at JPMorgan and the National Football League. In addition to her full-time roles, Jessica has been an active partner in her husband's entrepreneurial businesses for over two decades, as well as a mentor for over ten years to U.S. Veterans through American Corporate Partners. Jessica currently serves on boards of several leading not-for-profit organizations including Boston Medical Center's Catwalk for Cancer, the Trustee's Council of Penn Women, and Tufts University Gordon School. About the Global Careers Podcast Series This podcast presents inspiring stories from seasoned professionals who have embraced a global role and reaped the benefits. We offer practical advice and insider tips across a broad swath of industries and fields around the world about what it is like to work globally. If you love adventure and thrive on taking risks and operating outside your comfort zone, join us as we explore the ins and outs of pursuing an international career! About GW-CIBER The George Washington University Center for International Business Education and Research (GW-CIBER) promotes the nation's capacity for international understanding and economic enterprise related to the theme of Institutions, Resilient Globalization and Sustainable Competitiveness.

In the 7a hour, NewsRadio WFLA Anchor Chris Trenkmann runs through today's top stories, including the firing of Tucker Carlson from Fox News and Don Lemon from CNN. ABC Action News Investigative Reporter Jackie Callaway discusses her reporting on bullying in Tampa Bay area schools. NHL Host for BetQL & Lighting Fill-In In-Studio Host Kasey Hudson stops by to recap the Tampa Bay Lightning's Game 4 loss. Everbridge, the company responsible for the 4:45 am emergency alert, issues an apology.

Everbridge, Inc., Q4 2022 Earnings Call, Feb 22, 2023

Analyst/Investor Day - Everbridge, Inc.

Everbridge, Inc., Q3 2022 Earnings Call, Nov 08, 2022

The phrase, “Going down the rabbit hole,” is often used as a way to describe someone wasting time or getting distracted.However, the field of Emergency Management grows and evolves, going “down the rabbit hole” of discussing and sharing information and best practices is vital for continued growth and success.Such is the endeavor of this week's episode of the Disaster Tough Podcast featuring Emergency Manager, James Podlucky.As an Industry Solutions Manager for Everbridge, James Podlucky brings a decade of experience to the field of Emergency Management. Before joining Everbridge, James spent time working for local governments in a variety of Emergency Management-related roles. From surviving Hurricane Ian, to comparing where the field of Emergency Management was to where it is now and where it's going, and so much more, James and host John Scardena cover a wide range of topics in this week's conversation.Doberman Emergency Management owns and operates the Disaster Tough Podcast. Contact us here at: www.dobermanemg.com or email us at: info@dobermanemg.com.We are proud to endorse L3Harris and the BeOn PPT App. Learn more about this amazing product here: L3Harris.com/ResponderSupport.

Today's guest is John Maeda – famed artist, designer, technologist, author, ex MIT professor, and once President of the prestigious Rhode Island School of Design, among many other accolades - most recently as CTO at Everbridge.He completed his bachelors and masters degrees in Computer Science and Electrical Engineering at MIT where he would return to become Professor of Design and Computation and Head of Research. He also earned a PhD in Design and a Master's in Business.In this wide-ranging conversation, John and I discuss his book How to Speak Machine: Computational Thinking for the Rest of Us as well as the leadership lessons he has learned throughout his career through good times and more importantly, the bad, how we can create a world of optimism akin to the Obama era and why we should all remain curious creatures.I have learned so much from John over the years and this conversation and I am sure you will too.So here is my conversation with the utterly brilliant John Maeda.------------John Maeda Twitter / website / instagramDanielle on Twitter @daniellenewnham and  Instagram @daniellenewnham   / Newsletter John's book - How to Speak Machine: Computational Thinking for the Rest of UsLet us know what you think of this episode and please rate, review and share - it means the world to me and helps others to find it too.

TODAY'S GUEST   John Maeda is an American technologist and product experience leader with a passion for RESILIENCE and renewal. He began his early career at MIT at the intersection of computer science and visual design, and served there as Professor of Design and Computation and as Head of Research at the MIT MediaLab. He was a design partner at Kleiner Perkins, held leadership positions with Automattic, the parent company of WordPress.com, and served as president of the Rhode Island School of Design. He is currently serving as Chief Technology Officer of Everbridge.   John has been described by The New York Times as "an anomaly in the art world — a prize-winning graphic designer and kinetic artist with a fistful of engineering degrees from the Massachusetts Institute of Technology". He has also been recognized by Esquire as one of the "75 Most Influential People of the 21st Century", and his gorgeous design in tech and resilience in tech reports are a beloved annual ritual for many.   EPISODE SUMMARY   In this conversation we talk about: How he started his journey working at his parents' tofu shop in Seattle. Getting his first Apple computer. Why his mother was his first VC. The difference between good and bad teachers. His journey from engineering school at MIT to art school. The need for creatives to understand money, and how money works. Teaching at the famous MIT MediaLab. And growing the people that will end up destroying you professionally.   We also discuss: Being a "humanist technologist" and what it means. Issues of complexity and simplicity. Why he's quoted as saying, "Design is not that important". Is design useful and in what way? How to speak machine. And many other topics.   We spoke in late July 2022, and I was excited to talk to John because he's a prolific and fascinating author, teacher, and communicator in the realm of design. I loved his design and tech reports while in Kleiner Perkins and enjoyed his voice on Twitter.   John made many good points about complexity and simplicity, the role of a good teacher, and much more. But what stayed with me is his vision of the computer as a new alien species. And the importance of seeing technology with fresh and wondering eyes. It's only in this way that we can understand the radical newness of what we're living through.   This conversation is one of a dozen or so weekly conversations we already have lined up for you with thinkers, designers, makers, authors, and entrepreneurs who are working to change our world for the better. So follow this podcast on your favorite podcast app, or head over to RemakePod.org to subscribe.   And now, let's jump right in with John Maeda.   TIMESTAMP CHAPTERS   [4:38] Life in the Present [5:45] Early Childhood Design [8:53] An Interest in Engineering [11:03] An Academic Journey [17:46] Building Startups [20:30] A Humanist Technologist [28:23] Simplicity and Complexity [33:04] Understanding Design [41:56] How to Speak Machine [50:34] How to Speak Risk [54:48] A Short Sermon   EPISODE LINKS John's Links

Episode Notes: Tracy Reinhold is Chief Security Officer at Everbridge. He is responsible for advancing Everbridge's enterprise-level security strategy and working closely with customers and partners to optimize their organizational approach to managing and responding to critical events.Reinhold has served in executive leadership roles in security and incident management for some of the world's largest brands. As Chief Security Officer at Fannie Mae, a leader in mortgage financing with more than $3 trillion in assets, Reinhold was responsible for designing and managing the company's enterprise resilience strategy. He established a robust enterprise response model that enabled senior leaders to respond to security and business disruptions in an efficient and consistent manner. His leadership was instrumental in ensuring the safety and security of all employees, contractors, and visitors at locations nationwide, and successfully protecting company assets including over 3 million square feet of office space.Prior to Fannie Mae, Reinhold served as Vice President of Global Investigations at Walmart. He had been recruited by the retail giant to investigate and protect company interests related to compliance and ethics concerns across its global portfolio. In less than three years, he created and led a team of global investigators in the United States, Asia, Africa, South America, and the United Kingdom.Prior to his commercial roles in security, Reinhold served as a Special Agent with the Federal Bureau of Investigation for twenty-two years. During this time, he was a member of the Senior Executive Service, served as Associate Executive Assistant Director for National Security, and led the FBI's intelligence division. Reinhold is a frequent speaker across the industry on topics including “Improving Organizational Resilience Through Enhanced Security Practices” and “The Changing Role of the CSO in Today's Corporate Landscape.”Connect with Tracey on LinkedIn

US Futures are indicating a slightly lower open. European equity markets have opened higher, following positive performance in Asia. Macro headlines focus on the speech by Fed Chair Powell later today at Jackson Hole. Expectations are for a hawkish commentary that echoes recent pushback against a policy pivot and repeats the need to continue tightening until inflation is retreating in a convincing manner. Companies Mentioned: Merck, Seagen, KKR, Ramsay Health Care, Everbridge

Everbridge, Inc., Q2 2022 Earnings Call, Aug 09, 2022

Audrey Cheng shares her journey from lab scientist to CTO, why she redefined career success, and how UX and product can work better together. Highlights include: ⭐ Why did you have to leave redefine career success? ⭐ Should product leaders be leading design orgs? ⭐ How do you involve stakeholders in UX design, in a meaningful way? ⭐ Should designers seeking influence consider a move into product? ⭐ How do you handle demands for features from stakeholders? ====== Who is Audrey Cheng? Audrey is the Chief Technology Officer at Imagr, the first vision-only, white-label, autonomous checkout solution that retailers can own, operate and scale themselves. Before joining Imagr, she was the CPO at SnapComms, an Everbridge company. At the same time, Audrey was also the Head of Global UX for all of Everbridge's products, working closely with the CTO - Dr. John Maeda. Prior to Everbridge, Audrey was the VP of Product at Pushpay, the world-leading digital engagement and giving platform for churches. In 2019, Audrey was recognised by Leading Women in Product, as the Product Leader of the Year for Australia and New Zealand. A clear communicator and a passionate product person, Audrey has been invited to deliver talks at UXDX Asia Pacific and Mind the Product, and has been a repeat guest on the Fearless Product podcast. ====== Find Audrey here: LinkedIn: https://www.linkedin.com/in/audrey-cheng-b495a02/ Twitter: https://twitter.com/audjcheng ====== Liked what you heard and want to hear more? Subscribe and support the show by leaving a review on Apple Podcasts (or wherever you listen). Follow us on our other social channels for more great Brave UX content! YouTube: https://www.youtube.com/TheSpaceInBetween/ LinkedIn: https://www.linkedin.com/company/the-space-in-between/  Instagram: https://www.instagram.com/thespaceinbetw__n/  ====== Hosted by Brendan Jarvis: LinkedIn: https://www.linkedin.com/in/brendanjarvis/ Website: https://thespaceinbetween.co.nz/ Twitter: https://twitter.com/brendanjarvis/

Bloomberg Intelligence Technology Analyst Anurag Rana hosts Everbridge Chief Security Officer, Tracy Reinhold, to discuss the tools that companies need to be resilient in the 21st century, post-pandemic environment. We go over the rising threat environment and how Everbridge is closing those security gaps.

Episode #27 Public Speaking, Do It Anyway feat. Andrea Miner, Director, Channel Sales, Everbridge, mom, grandma. Join us to hear the conversation and learn about her:·       Practice for coming back to center.·       Message: That thing you're afraid of, they are too. The difference is they did it anyway.·       Her oldest memory of traumatic public speaking, she was seven.·       View of the journey of overcoming stage fright, including Elvis.·       Practice and diligence helped her to feel comfortable.·       Aversion to feeling fear made her good at speaking. She embraced her fear.·       Experience of how CEO's prepare in order to be ‘natural'….not so far off from any of us.·       Metaphor during a speech (her best one yet) based on her runny nose.·       Preparation tactics including defining your beginning, middle and end of message. Andrea offers such vulnerable insight into her journey to overcome public speaking and what she has learned along the way. Her suggestions and viewpoints on how others can make the shift is spot on.  The conversation is important because it's said that 90% of people have a fear of public speaking.  This can be as big as standing on stage or presenting in a room full of people or even sharing ideas or concerns with a few or more people in an official setting. Recommendations from Andrea:·       Check out her company Everbridge at www.everbridge.com focused on mass notifications around safety, company resilience and enhancing life.·       One Thousand Gifts: A Dare to Live Fully Right Where You Are by Ann Voskamp.* Andrea's post on LinkedIn: "What are you afraid of? How I stopped letting fear hold me back".   These next 10 days, you can get 40% off your Magic Mind subscription at: https://www.magicmind.co/shifting With My Discount Code: SHIFTING20.Listen here https://angiemccourt.transistor.fm/episodes or Listen on your favorite listening platform: Spotify, Apple Podcast, Google Play, Stitcher, Amazon Music, Listen Notes, Audible, SoundCloud, iHeart Radio. A big thank you for Follows, Likes and Reviews.

Are you interested in how automating your incident response activities can lead to a quicker and more efficient response? Do you want a more complete assessment of your risk profile to move from a reactive crisis response approach to a proactive crisis prevention approach? Are you looking to accelerate your performance analysis?   If you answered YES to any of these questions, tune into this week's episode with George Siegle to learn more about protecting what matters the most: our people.     Main takeaways:

PepsiCo Chief Design Officer Mauro Porcini talks with John Maeda, the SVP Chief Technology Officer at Everbridge and the former president of the Rhode Island School of Design (RISD), about how resilience can help us bridge the gap between business, tech and design. ​​Explore more from PepsiCo Design + Innovation: ​

As more competitors, sources, and key intelligence topics are added, it's only a matter of time before competitive intelligence processes get jammed. Whether you work for a startup, a scaleup, or a well-established corporation, budgets are limited, team size is limited, time is even more limited. For an intelligence function to deliver maximum results with minimum effort, it has to have processes that are agile.In this episode of SCIP IntelliCast, we sit down with Fouad Benyoub, Director of Competitive Strategy at Everbridge. Fouad shares recommendations for building a Lean Competitive Intelligence capability, taken from his all new book The Competitive Intelligence Playbook. We'll address:How and when to build a Minimum Viable CI ProgramHow to apply Design Thinking principles to CI processes & programs What CI can leverage from the Lean toolkit (e.g. CI Kanbans) The role of technology (e.g. automation, AI, etc.) in transforming CI processes 

Meg Lovell of Everbridge is a ninja when it comes to all things implementation. We chatted and had a fast paced conversation about everything you need to know about implementation, including - turning 9 month implementations into 3 - Customers not getting any value from your product and needing to renew - Approaching implementations with a psychology standpoint and human behavior point of view - Eliminating the status call - Charging Professional Services for things the customer is asking you to do - Using Project Managers to run Implementation Projects

My guest for this episode is Stefica Divkovic, SVP EMEA @ Everbridge. Prior to her current role, Stefica was Group VP EMEA @ Verizon... Connect w/Stefica - https://www.linkedin.com/in/stefica-divkovic-a010907/ 

Everbridge, Inc., Q1 2022 Earnings Call, May 09, 2022

In this episode, I speak with Happy Wang, SVP of Engineering at Everbridge. We talk about how to be a people and product-focused engineering leader. Happy discusses her approach to hiring at startups and career development. In addition, she shares some key points for new managers and some good book recommendations for managers. The post People and Product Focused Engineering Leadership with Happy Wang appeared first on Managers Club.

Everbridge, Inc., Q4 2021 Earnings Call, Feb 24, 2022

EverRise is a blockchain technology company that offers bridging and security solutions across blockchains through an ecosystem of decentralized applications. Through their innovative security focused ecosystem, EverRise provides investors and developers the tools to access the widest possible market with the maximum level of security. They are working towards the mass adoption of safety protocols across Binance Smart Chain, Ethereum, and Polygon networks and currently offer EverBridge, EverOwn, EverMigrate, and EverStake with more on the way.Jenn Duong is the Director of Marketing at EverRise. She recently joined the Bitcoin.com News Podcast to talk about the project.

Northfield Police Chief Mark Elliott discusses last night's severe weather and encourages residents to sign up for the Everbridge alert system through the City of Northfield website, provides winter driving tips, talks about new positions to be hired, and more.

Northfield Police Chief Mark Elliott discusses last night’s severe weather and encourages residents to sign up for the Everbridge alert system through the City of Northfield website, provides winter driving tips, talks about new positions to be hired, and more.

Everbridge, Inc., Q3 2021 Earnings Call, Nov 09, 2021

What are the leading global food and agtech scenes? In this episode of Table Talk we join experts from the food and agtech investment community to shed some light on how countries are helping to support innovation and disruption and find out what is the secret to success. Joining host Stefan Gates are Christian Guba, Associate, Atlantic Foods Ivan Farneti, Co-Founder, Five Seasons Ventures and Nadav Berger, Founder & Managing Director, Peakbridge VC. Join the conversation to find out what different countries are doing to nurture food and agtech start-ups in this fascinating look at the future of food. About our panel Christian Guba, Associate, Atlantic Foods Christian is an Investor with Atlantic Food Labs, an early-stage VC Fund & Venture Studio based in Berlin. Atlantic Food Labs invests in ambitious and mission-driven startups along the entire food value chain and has backed companies such as Gorillas, Formo, Mushlabs or Infarm. Christian gained a Master in Management from HHL Leipzig and before joining Atlantic Food Labs he worked with btov Partners, BCG Digital Ventures, and Google. Ivan Farneti, Co-Founder, Five Seasons Ventures Ivan has been an active venture capital investor for the last 20 years and he is the co-founding Partner of Five Seasons Ventures, the first European venture fund fully focused on Foodtech. He is passionate about product and technology innovation aimed at solving big challenges in the food industry: from alternative sources of proteins, to functional foods, from new models of food distribution to the reduction of food waste. At Five Seasons he invested in gene editing company Tropic Biosciences, pet nutrition company Butternut Box and three more companies yet to be announced. His experience from previous venture funds in London, includes structuring venture investments, organisational and strategy development, setting up governance for growth and planning for successful exits. He was an early stage investor in Everbridge, Inc. (Nasdaq: EVBG), Tridion BV (acquired by SDL Plc), Gomez, Inc. (acquired by Compuware), Plazes AG (acquired by Nokia), among others. In his spare time he enjoys family life, cooking, fly fishing, and practicing karate and jiu jitsu with his son Adam Nadav Berger, Founder & Managing Director, Peakbridge VC Coming from a Third generation food industrialist family , Nadav has actively built many companies specialising in food applications, marketing and distribution. In 2008, Nadav co-founded the food applications lab FoodLab. The innovative developments at FoodLab lead to founding FoodLab Capital, a premier seed fund. The successful portfolio includes DouxMatok, InnovoPro, NextFerm and SimpleOrder (exited). After that Nadav co-founded and is the managing Partner of PeakBridge, a fund manager managing NEWtrition (Nick's, TasteWise, Prenexus, UKKO..)– a series A+ Global fund for FoodTech and FoodSparks® – the 1st. European seed fund with collaboration with the EIT Food. Nadav holds a B.A in economics and political science from Tel Aviv University and an EMBA from Northwestern University, Kellogg School of Management.

Episode 44: 911 Communication Center Challenges in Active Shooter Events (Part 2)In Part 2 of this week's podcast, we are continuing our topic of 911 and the dispatch center during an active shooter event.Bill Godfrey:Welcome to the Active Shooter Incident Management Podcast. My name is Bill Godfrey, your podcast host. Today we're picking up part two coming back to our topic of 911 and the dispatch center during an active shooter event. I've asked our three instructors that were here for part one to come back and join us again. We've got Ken Lamb from the law enforcement side. Ken, thanks for coming back.Ken Lamb:Yes, sir. You're welcome.Bill Godfrey:Tom Billington from fire EMS.Tom Billington:Glad to be here again. More good information to cover.Bill Godfrey:Fantastic. And Leeanna Mims. Good to see you again.Leeanna Mims:Glad to be back.Bill Godfrey:All right, so let's get into part two. Let's talk about the non 911 phone calls that have to be made and come in. I'm talking about, I need mutual aid but I don't have an automatic CAD connection so I have to call this agency on the phone. Then the agency has to check with a supervisor, they've got to call me back. I've got every supervisor in the agency calling in because they think they're important enough to get a personal briefing on what's going on, on the incident. I've got a handful of notifications I've got to make to all of the off duty chiefs that don't, well, we used to all wear pagers, but don't respond to their notifications. We're required to give them these notices. I need to call EOC, emergency management, all these activations.And then you've got the media calling in. First of all, did I miss anything in that windup? And then what are some of the tips and suggestions we've got on how to manage that volume of calls coming in and out that are not 911, but still somewhat, I wouldn't call them all essential, but they're certainly related to the call.Tom Billington:I think one of the things that I've experienced in my career is you have to have systems in place, whether it's a reverse 911, automatic paging, automatic phone messaging, where instead of calling nine or 10 supervisors, the dispatcher pushes one button, it sends a message to nine or 10 supervisors - here's what's going on. Again are you talking about like systems like Everbridge, IPAWS, all those?Bill Godfrey:Yes.Tom Billington:That way. You don't have one dispatcher making multiple phone calls. And also you're going to get the politicians and the higher-ups calling you and you don't want to hang up on the mayor, that's not always a good job. So you want to make sure that you have a dispatcher that can handle that type of pressure, a separate person, just for that. We used to call it rumor control. It's phone calls that were not 911 intentive, but they were about the incident and they needed to talk to somebody to get an update.Ken Lamb:Yeah, just to add on to what Tom was saying, I think an idea as far as who to bring in to be the conduit to some of those communications would be your local EOC. Who is going to be more than willing and able to assist in these incidents and they have the contacts established. And letting them know exactly the need to know information, as well as plugging in your PIO, public information officer, and utilizing social media to get that information out to the public. Because presumably there's going to be some intelligence that comes in through some of those phone calls from the public at least, and you want a way to funnel some of that information.And when we talk about some of those internal contacts, I think that you can solve a lot of heartburn by having a notification system, to what Tom was saying, and making sure that you're putting out that information to the internal contacts, as well as the media, so that everyone's getting the same information. Because the last thing you want to do is start providing different information to different people. You want one clear and consistent message.Tom Billington:And, Ken, a good example of that through our history is the Amber alert. There is now a system in place where somebody types in a couple of words, push a button and thousands of people hear the right information that they all agree on and it goes out. So that's a real good example.Leeanna Mims:Well, and you know in advance who some of those calls are going to be from that are going to overload your system. And you have to have those discussions with them ahead of something happening and let them know what kind of procedures that you have in place. And one way to do that is with status updates, over whatever system that you have, and making sure ahead of time they know we are going to tell you as soon as we can what it is it's going on. On certain things this is how we have it categorized or broken down. Trust you're going to get an automatic notification. You're going to get an automatic notification again when we hit certain benchmarks.And for the most part, in a lot of those calls that are coming in, if they know that ahead of time, that's going to be all that they need. They need to be able to answer questions that they're receiving. And, in some cases, depending on who it is in your system, they have reason to know. They really do. But you don't want to make 50 phone calls. And then again, what Ken brought up, too, is the PIO. Your PIO in those cases really can serve as a liaison officer in helping field those calls, help dispatch sort what is immediate and what can wait till later.Ken Lamb:And I think in the context of this conversation, when we were talking about the call center dispatch center is recognizing that you need someone to start working on all this information that's making it into the dispatch center or the call receiving center, and reaching out to either the officer or the incident commander on the ground and saying it would be helpful for you send an officer up here to start sorting this information. Or reaching out to a comm center supervisor and saying we need someone else over here to start sorting through this information. Because the reality is there's nothing stopping this information from making it to the communication center. The important aspect is having a process in place to organize it, synthesize it, go through it, find out what's necessary and what's not. And then get it to the people that need to know in an efficient manner. So that if it's important and you need to act on, you can as quickly as possible.Bill Godfrey:And I don't want to leave this without distinguishing between two things. So one is the need of the incident itself. And when I say that I mean the idea that the intelligence officer needs to be able to go through the CAD notes, go through the incoming 911, go through the incoming text messages that came through the 911 texting system, and be able to process that for any actionable information related to the incident. So that's one bucket. The other bucket and the one we were just talking about that I think is, I don't want to say this in relation of importance, but certainly in terms of volume, is the bucket of all of those, what I'll call utility calls. Calls that the dispatchers have to make to get mutual aid moving, the notification calls, the calls that are coming into them.And, Leanna, you mentioned making arrangements for plans ahead of time, and I think part of that needs to be the supervisory staff at the comm center, having some discussions with the chiefs and with their higher-ups, to let them know there's a habit of people calling in and we get it, but when we have something like this, we're going to be slammed. What can we do? Can I say to you, when you call in, I don't have time to talk, but I need some additional people here. Can you send me a couple additional bodies just to kind of handle those what I'll call utility calls. You don't necessarily need to know how to use the CAD system. Because quite frankly, if you're a field responder and you've never been in 911, you walk in and sit down one of those consoles and you're lost. You don't have a clue how to use the radio, how to use the CAD system. Quite frankly, even how to use the phone.But at least with that bucket of utility calls, someone from the chief ranks or the supervisory ranks or just some additional line personnel, can come in and begin to handle some of those phone calls. We didn't specifically talk about texting on the 911 system, so I do want to mention that before we leave it. Many dispatch centers, not all, but many have implemented the ability to receive text messages sent to 911. And some more successfully than others. Part of what I want to hit on here is dispatchers, because they're so overloaded are, I think it was Tom earlier that said how quickly can I get them off the phone? How quickly can I say we've got that information we need to get off the phone, and move on to the next one.They're moving so quickly that they might move right over a key piece of information that really matters. And unfortunately we've seen this on a couple of after actions where it was discovered that there was some fairly actionable information that could have really mattered on the scene. And it just got missed because there was one person on duty or two people on duty trying to handle all this stuff. And so it's not like anybody did anything wrong. It's just the reality of it. But I didn't want to leave this topic without kind of talking about that.Tom Billington:And, Bill, I agree totally with the texting thing. There are rural areas of the country, which we teach at, they don't have all this technology.Bill Godfrey:Or more than one dispatcher on duty.Tom Billington:Right. So they have what's called a chain letter calling where the dispatcher calls one person, a fire officer or law enforcement officer, and that person's position is responsible for calling other positions, et cetera, et cetera. And so it's interesting how even the rural areas, they're very small, one or two dispatchers, three or four deputies, maybe volunteer fire department. There are things you can do if you practice it and put these systems in place.Bill Godfrey:Yeah. I think I've heard it called call tree before. Anybody else heard it called anything else? Okay. All right. Very good. Let's move on now. Let's talk a little bit about, so we're past the initial call, so we've got the call dispatched, the units are there, we're starting to move through the incident. Maybe the suspect is in custody or down, we're at the 10 minute mark moving into it. One of the things that I wanted to take a minute to talk about was kind of the typical timeline of these things and some of the key benchmarks, including elapsed time notifications. And so I want to talk about those for a minute.Ken Lamb:Right. I think one of the first critical benchmarks is for the arriving officer to identify the hot, warm, and cold zones. And it can be so difficult to forget because of the amount of information that that person is taking in who is on scene. I mean, you just think about the chaos that's going on, the yelling, the screaming, just everything that's going on. And then trying to report back the number of casualties and survivors and whatnot, for the dispatcher to prompt what is the warm zone, what is the hot zone, to the original officer, their first arriving officer, or tactical, so that we can have a more efficient and safe approach I think is so critical. Because the last thing anyone wants is A) an over-convergence on the target and B) officers getting engaged while they're in their cars. That's terrible. And the way we fix that is for the first arriving officer and the following officers to identify those hot, warm, and cold zones. And if they haven't done it, then the dispatcher having the knowledge to prompt that information on the radio from those officers.Bill Godfrey:Yeah, absolutely. I'd be happy if they just hit the hot zone. Honestly, I would be thrilled if in their size-up report, they got a quick size-up report, and just hit the hot zone.Leeanna Mims:That's absolutely true. And keeping in mind that warm zone, we need to know where it's at, too, for establishing that casualty collection point. We're trying to stop the bleeding, right? Stop the dying. We have to know where we're going to put people. And if we don't know where those zones are, that's really the starting point of where we're going to put that casualty collection point.Bill Godfrey:Yeah. So I think right there, and this is going to be a repetitive thing, we advocate very strongly that dispatchers should have the authority and the autonomy, of course along with the training, to know what these key benchmarks are. And when they're not hearing them to be able to gently prompt, and then prompt again, and then as necessary not so gently prompt. But Ken mentioned the opening the size-up report, that first officer's report, when they get there. What are they seeing? What are they hearing? Where's the hot zone? What are they doing? Are they going in? I think those are key elements. Obviously we want to make sure that somebody is taking charge. Somebody is taking a command.Ken Lamb:And we want to know when the suspect is engaged, what is the status? Understandably, an officer that just engaged the suspect is going to be going through a traumatic event and may not be putting all the information that's needed on the radio for an efficient and effective response. So if the officer puts over the radio that they've engaged the suspect and that's all, we need to know the status. Is the suspect still mobile? Is the suspect down? Where is the suspect? And that is information that the dispatcher can prompt from the officer to really streamline that response.Bill Godfrey:Yeah, absolutely. And I think so next up after that, so we got that initial arriving officer, we want to get that size-up report. We want to get the post engagement report if there is one. Staging? Need a staging location. If we're not hearing that, we want to ask. Hey, tactical, where were you going to set staging?Ken Lamb:The staging is so important. And I know there's been a number of podcasts on staging. I'm just a huge fan. And I'm a huge fan of a dispatcher understanding the importance of staging and prompting the location. And then after that, when you have various units that are coming up on the radio channel advising they're en route, the dispatcher advising them where staging is, putting it in the CAD so that officers can find it themselves. And in the newer CADS, in our jurisdiction, they update automatically. So it attempts to keep officers off the radio asking where do you need me? If we could just get rid of the officer coming on the radio saying, I'm on scene, where do you need me? I think we've achieved a monumental goal there.But I do think in working towards achieving that goal, the dispatcher can be a critical piece by advising every so many minutes that the staging location is here, or when officers are advising they're en route, reminding the officers to report to the staging location so that we can synchronize that spot, that response, and keep people from over converging on the target.Leeanna Mims:Well, and I think with that comes along with educating dispatch as to why we want to know. Not just because it's on our checklist, but because of just that. When that staging is created, it is there to prevent that overload of coming into the scene and that convergence onto the scene that creates the chaos and things that we've seen in multiple case studies when there is no staging, no gatekeeper. And I don't know that we do the right job of helping dispatch understand why that benchmark is so key for them to hit, and why they should push if they haven't heard where's it at and what's the location.Tom Billington:And Leanna, you just touched on a very important part. When we do our trainings, we incorporate dispatchers obviously into our training sessions. And so many times the dispatchers will thank us for involving them, they had no idea why we do this. Why we have to have staging and what is a rescue task force? Why did you do that? They had no idea. It was sort of like out of sight, out of mind. Where the dispatchers are sometimes forgotten and if they're not involved, they're not going to know what is needed on scene. So a good point, Leeanna.Bill Godfrey:They ought to be included in the training all the time.Ken Lamb:Absolutely. And I think that goes back to the original point that we started this, as many of them are short-staffed. So it's a challenge of leadership.Bill Godfrey:It is. And it's a budget hit. I get that. Because now you've got to pay overtime to have somebody. And I get it. But all right, so you don't have room in the budget this year. You're working on your budget for next year, put a number in there. Make that argument to the city manager, the county manager, we've got some gaps here and need to fill these gaps with training and it's going to cost a little. And if you don't want me to spend overtime for it, then give me an additional staffing.I realize it's not the easiest argument. Everybody at this table has had to make those arguments in budget meetings and we didn't win them all. But you win some of them, and you won't win any of them if you don't try. And there, I'm going to exit my soap box.So before we leave, let's talk about some of the other benchmarks. So we got the arrival report, we got staging. What are some of the other key marks? I like the suspect down report is a big benchmark, I think.Tom Billington:Well, Bill, something on that though we hear so many times on after action reports, the suspect is down. At five minutes later, a dispatcher is giving the description of a suspect and that they're on the loose still. So we have to make sure that that information is updated to all the dispatchers to save crucial time, looking for somebody that's already in custody.Ken Lamb:Right. And I think what happens right there is that's where the misinformation comes in. Because I've seen that firsthand on an incident that I responded to where the suspect was neutralized very quickly. And those calls were still making their way into the communication center. And that information was still being put out on the radio. So it instantly started this idea of maybe there's a second suspect. So you spend so much time and resources running down the ground, whether or not there's a second suspect. And it does take some really switched on people to realize that this is the same one. And it takes a leap of faith, right? To say, no, there isn't a second suspect. But if we know the percentages, and I think that one of the awesome values in this course is walking through some of that information and understanding that 99% of these have one suspect. And knowing that ahead of time I think equips you really run this down to ground before we put this out to the officers that there may be a second suspect.Bill Godfrey:Yeah, absolutely. So I think the other one, and I'm not sure we explicitly said that, though I think somebody touched on it earlier. When we get the staging location, everybody who's not on the scene, we want to update where they're going to be to that scene, especially the mutual aid. That's one of the ones I think you make that initial request, you make that first phone call to the state police or to county XYZ telling them about an active shooter at this location. Once a staging location is set, you need to update that phone call and say send them to this location now. Update the location and that'll help avoid the over convergence.Ken Lamb:Well, not only that, but there's one thing that I think it's commonly overlooked is the ability to send out the MDT message. So you just continue sending out that message to all the responders on the MDT or MDC, whichever acronym you want to use, and you can eliminate being on the radio. You can just keep sending that message out every five or 10 minutes. So when responders log on and they're going to that call, they don't even need to get on the radio to ask, they have a message on their MDT telling them if you're responding to this incident, this is the staging location. And if you don't have an assignment, go to this location.Tom Billington:And as soon as possible, we need to tell the media where to go. That is a whole nother issue. Your PIOs, you want to tell him.Bill Godfrey:I always want to tell the media where to go.Tom Billington:They're going to call in and ask what's going on? And if you can say to them, there is a joint information center set up at the Sear's parking lot at such and such street, go there right now. They will go there. And that takes a lot more stress off the responders and people just showing up.Bill Godfrey:All right, what are the other benchmarks?Leeanna Mims:I just want to say I'm following up to what Tom just had said about the media. That's one of the calls that overloads your communication center. So if that information is out there where they need to go, hopefully that will help them, too, as far as cutting down on the number of calls they've got to filter.Tom Billington:Where's the command post? That's another big one.Bill Godfrey:Oh yeah, big one. Command post location.Ken Lamb:Yes, you definitely want to give the brass a location to go.Bill Godfrey:Somebody in command.Ken Lamb:Yes, absolutely. Who's in command?Bill Godfrey:Who's in charge?Ken Lamb:Right, because we know when we read these after actions, that's one of the biggest common after action item is - I didn't know who was in command. Well, if the dispatch knows that and they can, again, either say it on the radio or send out messages and say this person's in command, I think it clears up that. But I think another benchmark is, have you transported those survivors? Or those who have been impacted? Those who have been injured? Have they been transported off the scene?Bill Godfrey:First patient transported and then last patient transported?Leeanna Mims:What else is important through all of that too is we want to know when the scene's secure. And it used to be for fire we didn't go in at all until we heard a scene secure report. Well, now we're already there. We might be part of an RTF or wherever we are in the command structure, but we all want to know when everything has been neutralized. Whether it be one suspect, two suspects.Bill Godfrey:That's another one, suspect neutralized, suspect left the scene. I think one of the big gaps is that a lot of law enforcement agencies don't realize how important it is to relay that information to the fireside dispatch. Suspect descriptions. Suspect is down. Those are important things to be relayed over. The other one is the command post. There's nothing magic that says law enforcement has to set the command post or fire has to set it. We call out in our checklist for the law enforcement side to begin structuring that. But in some cases, fire department may set a command post location. That needs to be relayed to law enforcement so that we don't end up with two command posts. And if there's a problem with where somebody set it, then we fix it together and everybody moves. All right, any other benchmarks that are the critical ones that you can think of?Ken Lamb:I have a critical one, in my mind, that's not on our list, but that I think would be valuable. Have you co-located with fire rescue? I think it's so common.Bill Godfrey:That is on our list, Ken.Ken Lamb:But what I'm asking, is dispatch asking this, right? As a dispatcher, am I asking this of the supervisor on scene? I know we teach the importance of it. No doubt. And I hope and believe that anyone going through this course at the end of the two or three day course understand the value in doing that. I do believe that. But what I think would be valuable is if a dispatcher prompts the supervisor, the police supervisor, or the FD supervisor, have you co-located with either the police or have you co-located with fire rescue. So that we're stressing the importance of that, because it's easy to forget. You're focused on what you're trying to accomplish with your people and you forget because we don't practice this every day.Bill Godfrey:And for the dispatchers that are listening to this, I'll give you the big tip off, that they're not co-located. When whoever's in charge for law enforcement is asking you to relay things to whoever's in charge for fire? They're not in the same spot. When whoever's in charge of Fire-EMS is asking you to relay things to cops? They're not in the same spot. And that's a problem that we need to get fixed. Okay. The other thing before we leave benchmarks, it's kind of tied in and related, and that is elapsed time notifications. I want to kind of talk about that. So we recommend that starting at the 10 minute mark dispatchers, both on law enforcement and the Fire-EMS side, broadcast just in the blind real quick, the elapsed time notification. All units 10 minutes elapsed time, 10 minutes elapsed time. And then every five minutes or after, 15 minutes elapsed time, all units, 20 minutes elapsed time, 20 minutes elapsed time. And just to kind of keep that present, let's talk a little bit about why that's so important.Ken Lamb:The first thing that comes to mind with me is that you want to get those patients to the hospital within that golden hour. And unless you've gone through this course in law enforcement, that's not one of the initial concerns that you have. Initial concern is stop the killing, all right? And then we get to stop the dying. But you really don't understand the timeframe that you want to stop the dying, right? We're focused on providing that critical treatment that we can provide as police officers. But as a supervisor, you've got to start looking big picture and you understand I have an hour that I need to solve this. At least the immediate priorities, that being an active threat and the rescue. So it's a good reminder to me that I'm 20 minutes into this. Where am I at? Have I got these individuals transported? Am I working with my fire rescue EMS partners to get an ambulance down range? And I think when you ask that question, that's the first thing that came to mind for me.Bill Godfrey:Absolutely. If you're 20 minutes in and nobody's been transported, there's a problem. You need to get on it. Yeah. Tom, how about you? You got anything you want to add on the elapsed time notifications?Tom Billington:I agree totally there. Unless you take this course, which everybody should, stop the killing, stop the dying. Once that threat is neutralized or the threat may have left, having somebody remind you, 10 minutes, there's no stimulus we can find somebody. Let's start saving people. Let's start the tourniquets and let's start getting the rescue task forces and let's set up the CCP. So it does remind you. And so many times I've been on scenes in my career where I feel like I've been there for three days. It turns out it was only there for a couple of hours. So it kind of brings you back to reality check of how much time is going on. What can you shave off time to save some people? And what should you be doing?Leeanna Mims:Yeah. And I'll really pose this to Ken because it's really his wheel. I would think that on the law enforcement side, when you're caught up in the adrenaline of trying to catch an active shooter, you're not thinking about the clock. And when you hear that and if 10 minutes has gone by, 20 minutes has gone by and 30 minutes and nobody has yet reported that the suspect has been shot or neutralized, I would think that there's a whole nother thought process that you have to go through. Where has he gone? Is he still on the scene? Did he move to someplace else? And if he did, where would that might be? And really I don't know what all those questions would be, but I would think hearing that 10 minute prompt, 20 minute prompt, would help you start to switch the mindset.Ken Lamb:Oh, absolutely. And you should, as a police officer, have the ability to switch gears the entire time. You're never stuck in concrete. And that's the name of the game in active shooter response for law enforcement is being flexible. And when you don't have that active stimulus, realizing that my next important priority is rescue. So do I have individuals that I can provide that critical life safety medical response as a police officer? And for the initial responders, is it as important to hear the timeline? Probably not. The first arriving are solely focused on finding the active threat and then providing that rescue.I think the time prompts are very important to the supervisors to understand, to remind them, you are under a time crunch, you don't have all day on this. You have an hour to knock out the first two priorities. And if you don't have an active threat, then the rescue is the most important priority. So you need to start focusing all your efforts into beating that clock. And that's why I believe we start our presentation on that clock because the reality is if the suspect is not currently shooting at them, then the clock is killing them. So that needs to be our intention. And I think it's a good reminder that if the suspect is not shooting them, then the clock is our biggest enemy. So start focusing on beating the clock.Bill Godfrey:You have to keep the clock in front of everybody. It's the critical piece of this. We teach in class when you're the supervisor on one of these things, what you're listening for and looking for is active threat is neutralized. RTF's downrange. Ambulance exchange point is set. We're transporting patients. And there's an expected timeline really that you should try to have in your head. I mean, the goal is try to get everybody transported in 20 minutes. Now that's easier said than done. It's achievable. But it's easier said than done. But as I commented earlier, if you're at the 15 minute mark or the 20 minute mark and the RTF's are not down range, that's a red flag. Why? What has gone wrong? What do we need to do? I'm hearing the 25 minute benchmark, my RTFs have been down range for 10 minutes and I've got no ambulance exchange points set up. That's going to be a problem. That's going to catch up with me real soon.Because in just a minute or so, RTF's are going to start telling me they're ready to transport and we've missed that extra step. And so I think keeping that clock in front of everybody, the reality is study after study has shown when you're in cognitive overload, time plays a funny game in your head. It can get very elastic. It can seem very slow. It can seem very fast. And Tom said he can feel like he's been there three days, and it's only been a couple hours. I've experienced the reverse of that, where somebody has said you've been at for 20 minutes and it seemed like only five or six minutes has gone by. And so I think that's one of the really, really important reasons to provide those elapsed time notifications.Ken Lamb:And I'll just wrap it up on this. I also think that it provides an opportunity for every member of the team to recenter their focus. So if tactical is so focused on what's going on in the inner perimeter, inside the target, which he or she should be, then the first arriving supervisor can say 20 minutes, we don't have ambulances downrange. Hey tactical, are we getting ambulances down there? Do we have the CCP established? So it's just a good reminder, I think, for the entire team.Bill Godfrey:Yeah. And let me be clear. There may be a really good reason why that stuff hasn't happened by that timeline, but you better at least be asking the question and having it. Okay. So we talked a little bit earlier about getting additional resources in the dispatch center. And Tom mentioned the call tree a call down tree or some sort of notification. That was one of the things that we wanted to talk about. Just make sure that you've got a procedure or policy for being able to call in some additional help that can help you with move ups and community coverage, backfill, those kinds of things. Can also start going through the data with intelligence, whoever comes in from intelligence to kind of go through the stuff with you.But lastly, before we wrap this up, I want to talk a little bit about, and I hate to use the word trend, but the very real possibility that a suspect is going to call 911 and have a conversation with a dispatcher. And how our lack of training and preparing dispatchers, people can throw all kinds of reasons at it, but at the end of the day, this is happening. I want to talk a little bit about that reality and some of the things that we might suggest to make that better.Ken Lamb:Right. So I believe it occurs because there's a void in communication from when the incident starts into what we presume is a hostage taking situation or there's some time there where they have the ability to make a phone call, and it stresses the importance that our dispatchers understand what questions to ask and what information to gain so that we can get it to either the responders who are on scene or the hostage negotiators who are going to be responding, 20-30 minutes later, whatever that timeline is. To quickly spin them up as quick as possible.And I think there's really critical things such as I'm going to shoot these individuals in 10 seconds. If you don't understand the necessity of that information and getting it to the responders, that could be tragic because that will launch a group of trained responders in order to go neutralize the threat. Okay. So just having a good understanding of what information needs to make it to those responders immediately, I think is critical. And it really goes back to stress the importance of training with these dispatchers when we have these scenarios or these exercises, whether it's a tabletop or in person, so that they see the necessity to get that information. Because it seems like we plug in hostage negotiators, but we don't always plug in our communication dispatchers. And that's really important.Leeanna Mims:Hostage negotiators are trained and experienced. And, sure, it's hard to convey all of that in training to dispatchers. But I think what is critical is that we teach them what not to do. What not to do, what not to say. Because all they have to do is make one error that they don't even recognize and you don't know where it's going to send that shooter. You don't know where it's going to send them.Tom Billington:And it's happening more and more. I read more after action reports and more than ever, the bad guy calls 911. They want to give their signed declaration, or they want to say what they're doing. They want to talk about hostages. And the poor dispatcher is caught answering the 911 call, if they have not had any kind of training, like Leeanna just said, what should the dispatcher say? What kind of pointers do we give dispatchers? And obviously we know that there are training abilities to the FBI for telecommunicators on the negotiation, but also just some tips.Such as if you're talking to somebody on the phone who's a bad person, you don't want that person hearing what's going on over the radio. We're making entry or we're doing this. So just some tips about telling the dispatchers that if you do get a call, you want to seclude yourself. You want to make sure that the other dispatchers know what you're doing and they're supporting you so you're not having to do multiple tasks. There's all sorts of things, but again, it's happening more and more. And if it's not the bad person calling, it's the hostages themselves. We've had so many incidents in the last few years where somebody calls 911 and says I am one of the hostages, what should I do? And it kind of puts the 911 dispatcher in a dilemma. What should they tell this person?Bill Godfrey:I think all of that is great stuff. And I'll say this doesn't have to be something that costs you a lot of money. Most agencies have a hostage negotiator. Even fairly small police departments typically have somebody that plays that role, or they partner with an agency that does. Ask them to come in and spend a day training. Spend a day with a dispatch crew and run them through some training and some scenarios and kind of help them with it because the stakes are too high. It's not fair to the dispatchers to know that this is a possibility they're going to get put in this role and then provide them no training, no help. That's just really not, not acceptable anymore.All right. Well, I think we have come to a good place to wrap this up. I want to say thank you very much to all the listeners who've stayed with us through this two-part series. And I want to especially thank my instructors for doing this in two pieces, because we just had so much here to cover. It was more than we wanted to do in a single podcast. So thank you very much, Ken, Tom, Leeanna, thank you for being here. Thanks to our producer, Karla, for putting this together as always. Until next time stay safe.

Everbridge, Inc., Q2 2021 Earnings Call, Aug 09, 2021

In this episode of Big Girl Money we were lucky enough to interview SVP of Operations and Chief Digital Officer at Everbridge, Suma Nallapati (16:10 - 58:39). Suma talks to us about her experience in the C-suite of a fortune 100 company, remaining authentic in those roles, her relationship with money and so much more! Thanks for listening!

Last week's Fed meeting played to expectations - slightly tougher talk, limited changes in policy.  The market's reaction was to pile back into the Covid winners, which meant SaaS stocks among others. So for today's episode, we follow up on our Fed discussion from last week, talking their decision and the market and media reaction. We then move over to the SaaS sector, our regular field. We break down three companies in detail – Zoom, PagerDuty, and Workday. We finish off with thoughts about the growth hangover that might plague COVID winners generally. Topics Covered 2:30 minute mark – Our Reaction to the Fed meeting 6:30 – The market and media reaction to the Fed meeting, and the difference between the health crisis and the market crisis (or reaction thereto) 17:30 – The analytical challenge for investors and the Fed, with the housing bull market as an example 23:30 – The crowding effect in the markets 32:30 – Shift to SaaS – Hasn't ZM grown into their multiple and what does 2022 look like? 45:30 – PagerDuty – No surprises; the billings; Atlassian and Everbridge; multiple expansion 53:30 – Workday – Why the outlook lines up better for them than many SaaS peers – winning the finance office 58:30 – The distinction between Workday's or PagerDuty's customer base and Twilio's or Zoom's 1:09:30 – Growth hangover for Covid winners – THO as an example – and for the investors holding them (Note: Daniel is long DBX as well as PD/THO, that disclosure was accidentally omitted from the recorded disclosure).

¿Cómo se puede avisar a toda la población en un instante y que llegue lo más rápido posible? En este episodio del Kernel de Capital Radio hablamos de cómo la tecnología puede ayudar a ello con Javier Colado, Vicepresidente Senior de Everbridge

Today, I have the pleasure to speak with the Vice President Global Channel Partnerships at Everbridge. She has worked in the channel for over 5 years and we'll dive in to her experience of launching new channel during the Covid-19 pandemic.External Links:Jasmina's LinkedIn ProfileRoad to Recovery Spring SymposiumSupport the showThank you for tuning in to Channel Voices! If you appreciate this resource please consider supporting us. Thank you!To stay up to date follow us on LinkedIn and Twitter.You can of course contact us on our social channels or by visiting our website: www.ChannelVoices.comSubscribe to Channel Voices Scope, a monthly LinkedIn newsletter where we provide you with additional information accompanying the podcast. We hope you find this newsletter informative and useful for your career and organisation.We would also like to invite you to join our growing Channel Ecosystems Community on Twitter, a community of channel professionals exchanging ideas, sharing insights and learning from each other. Let's grow together!Until next time

The world of social audio apps is having a “Big Bang” moment.Can a six-person company find a way to differentiate its product, survive, and win?Our guest, Zeeshan (Zee) Sheikh, is the Founder and CEO of Space, an audio-as-a-service platform that enables you to add clubhouse style audio-chat directly to your product, under your brand, where your customers already are.While working as a Senior Director of Emerging Technologies at Everbridge, Zee had been playing around with an audio app idea since 2018. After several iterations, he caught the eye of Jason Calacanis and other investors, providing enough capital for Zee to go full time in September 2020.Calacanis invested in Space because of Zee’s approach to selling social audio to businesses, rather than hustling to get consumers to embrace it, as Clubhouse, Twitter, and others are doing.For almost 20 years Zee has been entrenched in the emerging tech world, with several entrepreneurial adventures to his credit. His deep experience with leading and building globally distributed teams, process improvement, eCommerce and web architectures and product innovation and architecture make him uniquely qualified to scale Space.Zee shares his fascinating founder journey, including transitioning to a full time founder, details around launching an innovative app in a crowded space filled with heavily funded Big Players, and how he found an ideal lane for his B2B enterprise app that will help him create value in a way the Big Players can't.This is what startup life is all about - woo hoo!!To learn more about Space and try out the app on your website, visit: https://www.joinspace.co​Do you have questions for Zee and the Space Team? Email them at: hello@joinspace.coConnect with Zee and Space on:LinkedIn: https://www.linkedin.com/in/zxed/​ and https://www.linkedin.com/company/spac...​Twitter: https://twitter.com/join_space​ and https://twitter.com/zxed​ Thank you for carving out time to improve your Founder Game - when you do better, your business will do better - cheers!Ande Lyonshttp://andelyons.com​#videochannelforstartups​ #B2Bsocialaudioapp​ANDELICIOUS RESOURCES:JOIN STARTUP LIFE LIVE MEETUP GROUPGet an alert whenever I post a new show!https://bit.ly/StartupLifeLIVE​AGORAPULSEMy favorite digital marketing dashboard is AGORAPULSE – it’s the best platform to manage your social media posts and presence! Learn more here: http://www.agorapulse.com?via=ande17​STREAMYARD OVERLAYS AND GRAPHIC DESIGNNicky Pasquierhttps://www.virtuosoassistant.co.uk/​Visit Nicky’s CANVA Playlist: https://www.youtube.com/playlist?list...​Nicky’s Canva Presentation Playlist: http://bit.ly/Canva_Present_Playlist​GET VIDEO/AUDIO TRANSCRIBED WITH OTTER.AIhttps://bit.ly/StartupLifeOtter​ CONNECT WITH ME ONLINE: https://andelyons.com​ https://twitter.com/AndeLyons​https://www.facebook.com/StartupLifew​... https://www.linkedin.com/in/andelyons/​ https://www.instagram.com/ande_lyons/​ https://www.pinterest.com/andelyons/​ https://angel.co/andelyons​ TikTok: @andelyons

Telarus Exclusives is a series where our supplier management team gives a deep-dive of a supplier that is exclusively signed with Telarus as their only master agent. In this episode, Director of Supplier Management, Angela Hefner, brings on Everbridge VP of Channel Partnerships, Jasmina Muller, where they discuss a best-fit opportunity for Everbridge.

This episode we talk all about how to personalize your sales and marketing activities to get the most ROI. Ever felt like the messages and outreach you're creating isn't converting to real conversations? Well, you're not alone. We're joined by Everbridge's Senior Marketing Specialist, Anupriya Rath, and PureB2B VP of Commercial Sales, Joe Espinosa. It's a fun episode- take a listen!  Unlocking Pure Revenue is a sales and marketing leadership series that discusses best practices across channels in the space. Interested in hearing more? Subscribe to the podcast to receive two episodes a month!Want to take your sales and marketing research even further, check out PureB2B.com! 

The President's pandemic relief package could get final approval in the US House this week. Senator Capito opposed the measure in a vote Saturday along with all members of the GOP over the spending. The legislative session reaches the halfway point this week. The DHHR is working through some issues with the Everbridge registration system for Covid vaccinations. Governor Justice's Covid Briefing is at 10:30. In Sports, tournament pairings are set for WVU and Marshall and the MEC Tournament wraps up as March Madness gets going. Those stories and more in today's MetroNews This Morning podcast.

In this episode, I give my mic over to Ana Marsh and Matt Perry, two producers on the show, for an interview with John Maeda. Dr. John Maeda is an American technologist and product experience leader who is known around the world for building bridges between business, engineering, and design—and his dedication to working inclusively. He is the SVP Chief Customer Experience Officer at Everbridge, where he works on the future of Critical Event Management technologies for saving lives and keeping businesses and society running. He is an MIT-trained computer scientist, who blends his training as a computer scientist with an MBA. He is the author of five books including the new How To Speak Machine and the bestselling Laws of Simplicity. Among his MANY leadership positions, he serves on the board of Directors at Sonos and the Smithsonian Design Museum, he is the former President/CEO of Rhode Island School of Design (RISD), and he is a Partner at Kleiner Perkins venture capital in Silicon Valley. During his early career, Dr. Maeda was an MIT research professor in computational design,  represented in the permanent collection of the Museum of Modern Art. He is also a recipient of the White House’s National Design Award. He has appeared as a speaker all over the world, from Davos to Beijing to São Paulo to New York, and his TED talks have received millions of views.  To quote WIRED Magazine, “Maeda is to design what Warren Buffett is to finance.” Today’s hosts, Ana Marsh and Matt Perry, are producers on the Technically Human podcast. Ana Marsh is a fourth-year computer science student at Cal Poly. She is graduating in the Spring of 2021 and plans to start full-time at Microsoft in the Fall. She has a deep interest in ethical technology, cultivated through her coursework in computer science and the University’s new technically human course, part of the Cal Poly ethical technology initiative. Matt Perry is a fifth-year architecture student at Cal Poly from Las Vegas, NV. Now in the final year of his degree, he is doing research on ephemeral architecture and designing for the human experience, while exploring the future of architecture. He hopes to spend his time designing architecture with the human experience at the forefront of design. Ana and Matt talk about what it means to blend tech and art, how we can think about the future of humane design, and how we can make tech great again. Art by Desi Aleman Produced by Matt Perry

Everbridge, Inc., Q4 2020 Earnings Call, Feb 18, 2021

COVID-19 has created a paradigm shift in the delivery of care, with technologies including telehealth, and communication and collaborative tools redefining key touchpoints throughout the patient/provider journey. As we move forward, these technologies will continue to transform care delivery. This podcast will discuss how these technologies are driving insights for how we can improve patient experience, engagement, safety and outcomes. The conversation will also provide insights on creating workflow efficiencies for time and resource-constrained providers and maintaining cybersecurity and system resilience. This podcast is sponsored by Everbridge.

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast. I am Shawnna Sumaoang. Sales enablement is a constantly evolving space and we’re here to help professionals stay up to date on the latest trends and best practices so they can be more effective in their jobs. Today I’m really excited to have Jenn Haskell from Everbridge back as a returning guest with us. Jenn, I would love for you to introduce yourself, your role, and your organization to our audience. Jenn Haskell: Excellent. Thank you, Shawnna. I appreciate it. My name is Jenn Haskell. I am the global director of sales training and enablement at Everbridge. Everbridge is based out of Burlington, Massachusetts, and we’re a critical event management company. So, we have been really busy in 2020, and then also going into 2021. We help companies keep their people safe and keep their businesses operating during things like pandemics. SS: Well, it must have been a busy year for you then. We are extremely excited to have you back. We are going to talk about a topic that I think is really important to the enablement industry and in particular enablement professionals themselves as a defined function. Enablement has undergone a lot of change in the past few years, especially I’d say probably in the last year, given all of the change just across the board. I’d love to hear from you, Jenn, how do you think the function will continue to evolve over the next couple of years? JH: I think it has to evolve. That’s the first thing that I would call out. It has to evolve because there’s a lot of really good sales professionals that are practicing enablement right now and bringing an incredible impact to their organizations. So, when I think back to 2014, 2015, the thing that stuck out to me most was there were people like myself that had held titles like sales trainer, training program manager, and we raised our hand in the industry and said, “hold on a second, what we’ve actually been doing this whole time is sales enablement.” What I’d love to see from the sales enablement community is sort of raising that hand again for the phase two. Back in 2016, at that point sales enablement was the next big function. And to your point, it took off really quickly and a lot of new roles sort of evolved out of sales enablement. So, you had sales enablement managers, you had sales coaches, you had sales enablement analysts and I’d really like for us to raise our hand now and say get ready for the next ride because it’s all about taking it to the next level. SS: Absolutely. I’d love to dig into kind of what that next level looks like. You’ve discussed in the past the potential for enablement to expand from just sales to the company as a whole. I’d love to hear from you, what is your perspective on how enablement practitioners can bridge the gap between sales enablement and corporate enablement initiatives. JH: I found myself, especially in the past year, I’m working at a very big corporate global company. I realized sitting in a meeting one day looking around and realizing that I was the one person, I was the one function and the one role that attended so many different meetings with other teams. So, whether I was with the sales team directly, whether I was with sales operations, whether I was with HR, product marketing, marketing, product management, the competitive intelligence group. I started to realize I’m bridging the gap. I’m the one person and the one role that has insight into all these different functions of the company, because in some way, shape, or form, whatever they do is going to impact my sales team. So, I think one of the ways to bridge that gap is to really be part of that cross-functional meeting space to really put yourself out there as sort of the advocate, not just for what sales needs, but for how you can be the advocate for what all those other departments need to get to sales. That’s the first place that I would start. Identify the different areas in the company that may impact your sales team. Start to form those relationships and really establish that trust and that give-take relationship moving forward. SS: Now you mentioned quite a few functions within the organization that enablement works with and partners with. In the past, you’ve talked about how sales enablement professionals often have to be consultants almost for their companies with that in mind. How can enablement kind of eliminate some of the organizational silos and partner with some of the other functions to drive innovation for corporate initiatives? JH: I think sales enablement professionals, if you were to look at sort of their skill will assessment, we are the perfect role for wanting to include others and without even trying, I think our enablement just sort of extends itself very naturally. So as far as us being consultants, the first thing that we need to do is we need to make sure that the company knows what the sales enablement function is and what we’re delivering to the organization. I find that by sharing my programs and most importantly sharing the results of those programs, I end up having a lot of hand-raisers that are like one, we didn’t know you were doing that. And two, that would actually be really valuable for our team members or for our staff, or specific function with things that we’re looking to accomplish. So, that’s the consultant role for me. A good example is where I’m at now. I had to build from the ground up because the enablement program didn’t exist. So, the first place I started was making sure I was aligned with HR because I knew that historically HR had done what they called an onboarding program, but I was doing something that would build off of that. It’d be very specific to sales. So that’s a really good example of just ensuring that alignment and maybe eliminating some of the duplication of efforts that most of the time departments and people don’t even realize are happening. SS: Absolutely. Now I want to go back to having enablement teams expand beyond the scope of just sales. I’d love to understand, because you talked about at the early onset there were a lot of different roles that were made up of components of sales enablement, and what we’ve seen as a consolidation towards the enablement function, but do you see an opportunity for more role segmentation or specification within the enablement function going forward? JH: I really do. I think now is the perfect time. Sales enablement has been a function long enough where the buy-in is there, the results of the quantifiable metrics and analytics are there. So now I think that expansion, so when I talked about earlier sort of evolving to the phase two of what enablement is, now I think the opportunity is for us to sort of bridge all the departments together. At the end of the day, the beginning of the year, you’re sitting in on a company kickoff and that’s everything that you’re looking to accomplish as a company. Then you usually have a dedicated sales kickoff. Well, right then and there at the end of the day, we’re all working towards the same thing. I think it’s really important for sales enablement to step in and what I would envision is sort of this dedicated enablement function that’s at an executive level, and then it would allow you to build out this team. Maybe you have one part of the team more focused on marketing and content and collateral. Maybe the other team is more focused on the actual sales training and the dedicated coaching. And then maybe another component of that team is focused on just the company in corporate enablement that has to happen for all employees that join the company. One of the things that I found with my programs is typically when I share them with other departments or HR, they always see the value in doing something similar, even if it’s a more scaled-down version. SS: Absolutely. I think that’s fantastic and I think there’s, as you said, a lot of opportunities opening up within the enablement function in general, the enablement discipline. JH: Just to add to that, I think that would bridge the gap in the companies. There are so many companies out there where sales enablement falls under sales versus sales enablement falls under marketing. There are still companies that look at sales enablement as being two separate and different components. So, I think the opportunity there for the segmentation within the enablement function would actually bridge the gap between what’s the difference between sales enablement that falls under marketing versus sales enablement that falls under sales or sales operations. SS: I think that’s a fantastic point, Jenn. Actually, I want to talk to you about where enablement reports in at the moment. There are not a lot of sales now and practitioners that hold executive-level positions. I’d love to hear from you, do you see this as a missed opportunity for a lot of organizations and to piggyback on that a bit more, what is the potential impact bringing on a chief enablement officer within an organization? JH: Yeah. This is something that I actually research quite regularly. I tell other sales enablement professionals, go on LinkedIn once every other week or something and check out what’s out in the industry for sales enablement roles. I think that’s just a good practice. You should always know what’s going on around you in your profession. As I’ve been doing this, especially the past six months, because selfishly I’ve been thinking about my own development and being in sales enablement. Obviously, my natural thought process is what is the next step and what do I need to do in order to get there. I’ll give you an example. I looked at LinkedIn this morning and just did one general search for sales enablement. I kept it to North America. What I saw was the majority of the jobs, maybe it was like 8,000 or so, really fell in the sales enablement manager and the director function of sales enablement. But if you look specifically for that executive level, there were like 354 jobs open in all of the United States for sales enablement. Then when I looked at the details, what I saw was a discrepancy in the actual titles. I think out of that, a handful of them were very clearly defined head of sales enablement, vice president of sales enablement. The rest of those roles were more of a hybrid role, which is what I think we’re seeing and what happens with those hybrid roles. When you see head of sales enablement at one company where it’s mid-level and then you see head of sales enablement at another company and it’s more of that executive level. But then you see VP of sales enablement and sales operations, or VP of sales enablement and sales training, or VP of sales enablement and content or sales effectiveness. You just see all of these titles that means something very different. I think the risk that we have with that is now you lose scalability on what the function is, what you need to do in order to get to that function and how effective that function is in the industry in general. There’s just not a lot of clarity on what those executive levels are. As I said, it’s more of a hybrid. It’s not a true enablement function most of the time. So where do I think there’s an impact for having a chief enablement officer? Well, I think enablement doesn’t just happen for sales. Going back to that consulting comment, enablement is something that even when you’re doing it for dedicated sales reps, somebody else in your organization has a vested interest, whether it’s your HR team, whether it’s your CEO. So, I would like to start seeing this executive-level chief enablement officer that can bring all corporate enablement programs under one umbrella. So, it’s not to say that you don’t still have reporting that maybe goes to the chief revenue officer or the chief customer officer. It just means you’re bringing those all under one microscope so that you can further solidify the impact that enablement has, but you can also internally establish sort of the measurements of success and what good looks like. So now when you have new hires that joined the company, they’re not feeling like they’re getting a completely different experience with HR versus sales because even when I collaborate with my HR team, they’re using different systems for new hires to go through, to get their learning completed than I am. So that right there, no matter how much we are aligned, it’s still going to be siloed. SS: I couldn’t agree more. I know that there are quite a few enablement practitioners out there that would agree that enablement deserves a seat at the table. So, thank you, Jenn. This has been a fantastic conversation. I just have kind of one closing question for you. As enablement continues to evolve over the next couple of years, why would you say that it’s important for companies to invest in building out their enablement functions, particularly maybe to those companies that are considering building their enablement function for the first time and wondering if this is the year to make the plunge, I’d love your advice to them. JH: I would look at that from two different points of view, right? The first one is when we’re in a major pandemic and so the importance of having programs that still allow you to onboard your new hires having programs that can be scaled and measured back to the bottom line. They’re more important than ever so you really have to take a hard look at what you did historically and if you were one of those companies that historically did everything in person, in a classroom for a week, that simply doesn’t work anymore. On top of that, I read this article that talked about the pandemic and how it forced us about five years ahead of where we would have normally been as far as our adoption of technology. So, we also have to consider that we’ve been jumped ahead five years as far as technology. So, where the impact there is, we need to become even better, even more creative and innovative with how we roll out these enablement programs. But I also am seeing a trend, I’ve been on the receiving end of this as a practitioner myself. I’m seeing this trend where companies value sales enablement. They see the function is having a really big impact and they are still relying on one or two people to pull off that function for large corporations. I don’t see companies building out the function as much as they should be at this point. And I would really caution a lot of companies from taking that approach. What I think happens is you end up having really good programs because they’re better than what they were before, but you’re not allowing your sales enablement team to get to the next level of greatness. So, there’s a lot of sales enablement practitioners out there that would tell you, I’m proud of what I do. It is making an impact, but I actually know I could do so much more if I had additional resources and revenue to build out the program. SS: Absolutely. Jenn, thank you so much for joining the podcast today and being an advocate for enablement’s evolution. I really enjoyed our conversation today. JH: Thank you so much. SS: To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders visit salesenablement.pro. If there’s something you’d like to share or a topic you’d like to learn more about, please let us know. We’d love to hear from you.

With everything happening this year, we suggest you take a few more steps than normal to prepare for this winter. In this podcast the Sheriff, Commander Couch, and Deputy Bunting are joined by the county's Emergency Manager Don Angell to talk about how you can prepare to be as safe and ready as possible.Among other things in this podcast, we discuss EverBridge and Nixle as good sources of information about events in the county. You can find EverBridge at https://www.everbridge.com/ and Nixle at https://www.nixle.com/You can have a lot of information pushed your way from the Sheriff's Office by signing up for Nextdoor at https://nextdoor.com/Also don't forget about the Sheriff's website at https://www.tellercountysheriff.com/ and the Sheriff's Facebook page at https://www.facebook.com/tellersheriff/ .This podcast is brought to you by the Teller County Honorary Deputy Sheriff Association. For more information or to donate go to https://www.tellercountyhdsa.org/  

I am assuming you all know John Maeda for his many influential books on Design and Technology. From Laws of Simplicity, his classic book to How to Speak Machine, John Maeda adds humanism to technology. And our conversation was fantastic! I was humbled to meet him and learn more about his career, journey as a person, and surprised that he bring many questions back to me, showing his charismatic curiosity about humans. So this conversation is about us and how can we as humans can interact better with this planet and the many questions that surrounds us today, including social justice, technology and design. Learn more about John Maeda at maedastudio.com. People John mentioned during the interview about Product Inclusion: https://twitter.com/quinntonharris Quinnton J Harris (Publicis Sapient) https://twitter.com/katholmes Kat Holmes (Salesforce) https://twitter.com/Its_Me_AJB Annie Jean-Baptiste (Google)

Jasmina Muller, VP of Global Channel Partnerships at Everbridge, reviews the recent pandemic and other events with Don Witt of The Channel Daily News, a TR publication. These events have hurt and even destroyed businesses that did not have a plan in place to deal with the catastrophic effects of COVID-19 and other resulting disasters. The best time to plan disaster recovery is prior to the disaster. However, since we are almost through the worldwide crisis, planning disaster recovery after an event is encouraged since the event will be fresh in every one’s mind. Everbridge’s Critical Event Management (CEM) platform will help automate the process and make for easy modifications moving forward. Remember, it is not just about the business and revenue – it is about employees that are on premise, remote or traveling that need to be helped during a crisis. Jasmina Muller Over time, Everbridge has significantly broadened their capabilities to meet customer needs and today they provide a Critical Event Management platform that helps organizations manage the full lifecycle of a critical event: Assess risks and determine which are relevant to your assets and people; Locate mobile and traveling employees, as well as responders, who are near or traveling to areas of risk; Act to automate standard operating procedures to launch and manage incident response; and Analyze performance to identify bottlenecks and improve response for subsequent events. Their Critical Event Management solutions are used by over 5,000 organizations to keep people safe and avoid and/or lessen disruption to operations when such events as severe weather, workplace violence, active shooters, terrorism, IT and power outages, environmental spills, brand attacks on social media, product recalls, and medical emergencies occur. For more information, go to: https://www.everbridge.com/

MJ McCarthy, VP of Account Management at Everbridge, shares what NOT do if you want to build successful client relationships, plus tips for winning over Procurement, and how she defines a true champion. Ready to explore Revenue Intelligence for your team? Start here: https://www.gong.io/revenue-intelligence/

Investment in European Agtech was expected to double to £2.3bn last year, what is causing such a flurry of activity in the space, and why are investors so drawn to investment in European Agtech? Advice for start-ups Join our panel including Five Seasons Ventures, Rockstart, Yield Lab Europe, and Food For Thought as we investigate the trends that are driving the agri-tech investment boom. What’s the current landscape for agtech and food tech, what are the challenges and common mistakes that start-ups make when seeking investment, and what advice do they have for start-ups looking to break into the space. It’s a fascinating look into the world of investment in agtech, and a great way for young businesses to get insight into what investors want. About our panel Nicky Deasy, Co-Founder & Managing Partner, Yield Lab Europe Nicky Deasy oversees the day to day operations. Previously she ran Alta Corporate Finance, primarily advising early stage MedTech companies to raise venture capital, as well as other M&A advice. She was Director of Corporate Finance with EY, and Associate Director with KPMG Corporate Finance. Mark Durno, Managing Partner Agritech, Rockstart Mark is an entrepreneur with a focus on the agrifood industry. He grew up farming 350 ha of mixed production (arable/dairy/beef) in Scotland. As a member of the startup team of UrbanFarmers, a first-mover European vertical farming company, he led the expansion of the company from Switzerland to The Netherlands, and was part of growing the team from 3 to ~30 people. In his role as Managing Partner at Rockstart AgriFood, he is a founding partner of the fund and oversees the fund management between Denmark and The Netherlands. Mark is a qualified Scottish lawyer (LLB (Hons), PG Dip. LP) and holds an Executive MBA (cum laude & Student Award 2016) from Rotterdam School of Management. Ivan Farneti, Five Seasons Ventures Ivan has been an active venture capital investor for the last 20 years and he is the co-founding Partner of Five Seasons Ventures, the first European venture fund fully focused on Foodtech. He is passionate about product and technology innovation aimed at solving big challenges in the food industry: from alternative sources of proteins, to functional foods, from new models of food distribution to the reduction of food waste. At Five Seasons he invested in gene editing company Tropic Biosciences, pet nutrition company Butternut Box and three more companies yet to be announced. His experience from previous venture funds in London, includes structuring venture investments, organisational and strategy development, setting up governance for growth and planning for successful exits. He was an early stage investor in Everbridge, Inc. (Nasdaq: EVBG), Tridion BV (acquired by SDL Plc), Gomez, Inc. (acquired by Compuware), Plazes AG (acquired by Nokia), among others. Christine Gould, Founder & CEO, Food For Thought Christine has dedicated her career to making ag innovation more open and collaborative. She created Thought For Food to inspire young people to get involved in developing the solutions their future depends on. Christine holds an MPA in Science & Technology Policy from Columbia University. She sits on the Board of Young Professionals in Ag Development and is a Founding Member of the Ashoka Changemakers League of Intrapreneurs

Everbridge, Inc. Presents at J.P. Morgan 48th Annual Global Technology, Media & Communications Conference, May-12-2020 04:50 PM

After last night's earnings report and today's over 30% gain, Jim Cramer's checking in with the CEO of Chegg to make sense of the company's new place in a world with remote learning. Then, as medical devices continue to be in demand, Cramer's talking to the CEO of Masimo to learn more about the company's mission to innovate its products to meet a changing environment. Plus, Cramer's got the CEO of Everbridge fresh off of earnings to discuss the greater need for critical event management solutions. Learn more about your ad choices. Visit megaphone.fm/adchoices

Summary: Are virus tracker apps the answer to managing life post-lockdown? How has Singapore used technology to stop COVID-19 misinformation and fight the virus? Damian Collins MP gets the view from the ground with Singaporean academics Dr Shashi Jayakumar and Dr Carol Soon. They are joined by Tom Pressley, Vice-President of International Marketing at Everbridge, the world's largest critical event management company, to discuss best practice in managing communications with citizens during a pandemic. Iconic Labs' John Quinlan and resident fake news expert Dr Charles Kriel give an update on Infotagion's work this week.

According to a 2016 report by Everbridge, “69% of workplaces view an active shooter incident as a top threat, but 79% of organizations responded that they were not prepared for this level of threat.” On this week’s podcast, we are joined by our friends, Proactive Response Group, to learn more about how to take a survivor’s attitude during the unfortunate act of a workplace violence incident.

This week’s episode brought to you by Slice on Broadway, and Sidekick Media Services.   While the City of Pittsburgh may be in a state of self-quarantine, the crew can still gather on the internet! We've got Sorg, Katie, Ryan Haggerty, and Chilla on to talk this week in tech news, including: Katie is sharing her present and future Awesome Thing of the Week to help her get through her isolation - - Animal Crossing! More video game options - - Ryan Haggerty is sharing Castlevania Symphony of the Night as his Awesome Thing of the Week. Chilla's Awesome Thing of the Week is actually Scot MacTaggart and his great use of Zoom and Slack to keep people connected. Sorg is sharing Netflix Party as his Awesome Thing of the Week. Thanks to Amanda for sharing how to clean our Apple products! We're getting some really great updates on Apple TV (just in time for our self-quarantine) including Central Park from the co-creator of Bob's Burgers. Speaking of great options to cut the cord, there's a Beastie Boys documentary coming out, too. Among many things that have cancelled, E3 2020 hit the list. We're sharing some general thoughts. Apple's WWDC is getting ahead of the curve by moving to an online format. Pornhub is giving away free premium access during the Coronavirus outbreak. We're checking out Concept Board as an online whiteboard option. We're checking out some of the things content creators like Stephen Colbert are doing to do their shows without an audience. Can't go to the zoo or aquarium? A few places are live streaming options. Headspace and other meditation and calming platforms have free options to help people re-center during this period of uncertainty. Did you know you could share your digital movie library on iTunes? Nvidia is using spare GPU clock cycles to help fight COVID-19. KIVA is running a webinar to help small business adapt to changes during the Coronavirus shutdown. Looking for an app to keep you up to date with location-based news alerts? Everbridge is a great option. After the show remember to: Eat at Slice on Broadway (@Pgh_Slice) if you are in the Pittsburgh area! It is Awesome! (sliceonbroadway.com) Want to be part of our studio audience? Hit us up at awesomecast@sorgatronmedia.com and we’ll save you a seat! Join our AwesomeCast Facebook Group to see what we’re sharing and to join the discussion! Follow these awesome people on Twitter: Michael Sorg (@Sorgatron), Katie Dudas (@Kdudders), Ryan Haggerty (@haggertymedia), and John Chichilla (@chilla) You can support the show at Patreon.com/awesomecast! Remember to check out our friends at the The 405 Media (@The405Radio), and Postindustrial Audio (@post_industry) who replay the show on their stream throughout the week! Also, check out sorgatronmedia.com and awesomecast.com for more entertainment; and view us livestreaming Tuesdays around 7:00 PM EST

This week’s episode brought to you by Slice on Broadway, and Sidekick Media Services.   While the City of Pittsburgh may be in a state of self-quarantine, the crew can still gather on the internet! We've got Sorg, Katie, Ryan Haggerty, and Chilla on to talk this week in tech news, including: Katie is sharing her present and future Awesome Thing of the Week to help her get through her isolation - - Animal Crossing! More video game options - - Ryan Haggerty is sharing Castlevania Symphony of the Night as his Awesome Thing of the Week. Chilla's Awesome Thing of the Week is actually Scot MacTaggart and his great use of Zoom and Slack to keep people connected. Sorg is sharing Netflix Party as his Awesome Thing of the Week. Thanks to Amanda for sharing how to clean our Apple products! We're getting some really great updates on Apple TV (just in time for our self-quarantine) including Central Park from the co-creator of Bob's Burgers. Speaking of great options to cut the cord, there's a Beastie Boys documentary coming out, too. Among many things that have cancelled, E3 2020 hit the list. We're sharing some general thoughts. Apple's WWDC is getting ahead of the curve by moving to an online format. Pornhub is giving away free premium access during the Coronavirus outbreak. We're checking out Concept Board as an online whiteboard option. We're checking out some of the things content creators like Stephen Colbert are doing to do their shows without an audience. Can't go to the zoo or aquarium? A few places are live streaming options. Headspace and other meditation and calming platforms have free options to help people re-center during this period of uncertainty. Did you know you could share your digital movie library on iTunes? Nvidia is using spare GPU clock cycles to help fight COVID-19. KIVA is running a webinar to help small business adapt to changes during the Coronavirus shutdown. Looking for an app to keep you up to date with location-based news alerts? Everbridge is a great option. After the show remember to: Eat at Slice on Broadway (@Pgh_Slice) if you are in the Pittsburgh area! It is Awesome! (sliceonbroadway.com) Want to be part of our studio audience? Hit us up at awesomecast@sorgatronmedia.com and we’ll save you a seat! Join our AwesomeCast Facebook Group to see what we’re sharing and to join the discussion! Follow these awesome people on Twitter: Michael Sorg (@Sorgatron), Katie Dudas (@Kdudders), Ryan Haggerty (@haggertymedia), and John Chichilla (@chilla) You can support the show at Patreon.com/awesomecast! Remember to check out our friends at the The 405 Media (@The405Radio), and Postindustrial Audio (@post_industry) who replay the show on their stream throughout the week! Also, check out sorgatronmedia.com and awesomecast.com for more entertainment; and view us livestreaming Tuesdays around 7:00 PM EST

Everbridge, Inc. Presents at Morgan Stanley Technology, Media & Telecom Conference, Mar-05-2020 10:55 AM

**The interviews for this episode of Coffee with Craig and Kevin were done prior to the difficult decision that was made to officially postpone the event. Stay tuned to this podcast stream for updates on when it will be rescheduled.** Craig and Kevin offer their famous pre-show edition of the podcast, where they break down some of their favorite things to come at the Channel Partners Conference & Expo, March 9-12, in Las Vegas. The guys interview two companies that will make big waves at the event. First up is Pilot Fiber's Mike Egbert, the company's director of sales. He gets us up to speed on the competitive market for fiber and internet services. Then comes Jasmina Muller, the 8x8 and CenturyLink channel vet who just took on a big new role with Everbridge, the critical event management provider for the channel. She explains how partners can get a conversation around CEM started with their customers.

After reporting earnings, Jim Cramer’s checking in with chicken-kingpin Wingstop to make sense of the quarter and dive into the company’s partnership with DoorDash. Then, Everbridge soared over 13% today after earnings, and Cramer’s sitting down with the CEO to discuss how the company is tackling the critical event management space. Plus, Cramer’s going ‘Off The Charts’ on the payment processors.  Learn more about your ad choices. Visit megaphone.fm/adchoices

According to a 2016 report by Everbridge, “69% of workplaces view an active shooter incident as a top threat, but 79% of organizations responded that they were not prepared for this level of threat.” On this week’s podcast, we are joined by our friends, Proactive Response Group to learn more about how to take a survivor’s attitude during the unfortunate act of a workplace violence incident.

Continuing our three part series on Communication - Episode #34 of the Managing Uncertainty Podcast is focused on what happens after the "BOOM!"... or in other words, we're going to focus on crisis communications. In this episode of the Managing Uncertainty Podcast, Bryghtpath Principal & CEO Bryan Strawser and Senior Consultant Jennifer Otremba talk candidly about crisis communications. Topics discussed include crisis communications planning, holding statements, developing key messages, managing social media, and more! //static.leadpages.net/leadboxes/current/embed.js Episode Transcript Jen Otremba: Hi, we're back. Managing Uncertainty podcast. Today, this is actually part two of the communication series we talked about last week. Today we are going to talk a little bit about crisis communication. What happens in a crisis, and why do you need to communicate, and for how long, and for when and to who, and all of that. Crisis communication. Let's talk about that.   Bryan Strawser: When we're talking about crisis communication, we're really talking about kind of the left and right of the boom. As we've said before, the boom is the bad thing. To the left boom which is before the boom, you're thinking about how do you prepare for the boom. Then the boom happens and everything after that is right of boom. You're reacting. You're responding. And then you're into short and long-term recovery. Communication differs as you kind of move throughout this.   Jen Otremba: I think let's start with the before the boom. The planning process.   Bryan Strawser: Wait, you want to plan?   Jen Otremba: Yes.   Bryan Strawser: Oh my gosh.   Jen Otremba: Yes. You know, I do like to plan.   Bryan Strawser: I think there are planners here. One of the biggest challenges we see when we talk about crisis communications with clients and with others is that I can't count high enough to count the number of times that we've sat down with a corporate communications team or a PR and social media team, and said, "Tell us about your crisis communications planning." And they say, "We don't plan for crises because every situation is different, and you can't build messaging for that.   Jen Otremba: While I'll agree that every situation is different, and you should understand that going in. There's the need to be a little bit nimble. You still need to have a plan. Some kind of templates or something created beforehand, because let me tell you when the boom happens-   Bryan Strawser: There is no time to figure this out.   Jen Otremba: And as you're editing through it, it is so easy to make a mistake during the boom. Having those holding statements can definitely set you up for success when that happens.   Bryan Strawser: What we're talking about here is that we believe you should take the handful situations that you think you [inaudible 00:02:22] highest risk for is a place to start. Just like we encourage folks to build specific plans to deal with those situations, and what we would also encourage you to build communications plans for those particular situations. You can leave large gaping blanks in those plans in the messaging on how you're going to fill in details as you learn them in the event because it is true the events are going to be different.   But, the holding statement for an active shooter that you're going to use on the initial press appearance is not any different today than it's going to be three days from now when you have the event. It's probably going to be word for word exactly the same.   Jen Otremba: Right. Exactly. I think it's important to know that during the boom, you're not going to have all the information right away. That holding statement like you said is not going to change much depending on what day it happens because you're not going to have all the information. It's going to be fairly simple.   Bryan Strawser: Correct. We can talk about what a specific holding statement looks like in a minute, but I think part of what you have to plan for it helps you in the moment of the boom is gosh there's probably 10, 12, 15 things that I need to know about an active shooter's situation. And so what I'm going to do in my planning phase is I'm going to write these questions down, so that when it happens I can open up my plan and go, "Okay, so we have an active shooter. There's 10 things I need to know. Here's what they are."   And those questions might be what is it? What specifically has happened? Who is or was a suspect? Are people hurt? Have people been killed? Are the police on site? Which police agency is it? Do we know who their public information officer is? And you kind of see how the questions would build from there in terms of understanding what it is that we need to do.   Jen Otremba: I think Bryan you can speak to this even when you have an event that happens, you're going to have people calling you looking for information. You need to be prepared to respond if that's to media or whomever. Whatever that looks like. You need to be prepared to either give them a holding statement. Provide them directions as to who to actually call because you're probably not the right person they should be talking to. All of those things are really important to plan through, so that it's not a shock when it happens.   Bryan Strawser: When we're talking about a holding statement what we're talking about is a brief statement that it kind of does a couple of things. It allows them to know that you are indeed aware and responding to the incident. It allows you to get at least a little bit of messaging out as a part of this. It is better than a no comment because no comment always comes across as callous or that you're hiding something. Like in an active shooter situation since this is what we've started talking about. An appropriate holding statement might be, "Right now our focus is on our team." And you should include customers or others that might be impacted based on your business.   But, let's assume that this is a manufacturing plant. "Right now our focus is on our team while law enforcement does our job. We do not have any additional information at this time. We will update you when we do." That's enough for an initial holding statement. Remember that you might be contacted by the press before you even know that this is going on. In which case I will encourage you to look at your internal communications processes, but that's a different story for a different episode.   Jen Otremba: Yes. This other thing to keep in consideration in your planning process also is to whom you're going to communicate to. We just briefly talked about the media, but I think it's important to understand you may need to communicate to your employees, your leadership, your executives, your shareholders, all of the people that we sort of talked about in the last podcast episode. And how that's going to change from different group to different group.   Bryan Strawser: The audience piece is going to be very important here, just as it is when we talk about communication awareness in the last episode. Understanding the different audiences that you will need to communicate with in the middle of a crisis will help you understand how to do it right. For example, you're going to say things to the media and these things will be very important. They will be criticized. They will be examined. But, if you say them to the public through the media before you have said them to your employees, your board, your executives. You're asking for a massive amount of trouble.   Jen Otremba: Yeah. A world of hurt.   Bryan Strawser: A world of hurt. Maybe it's a good way to put it. But, you really have to think through what the sequence is going to look like which again is why we encourage companies to plan doing these things. And have thought through how you're going to approach it even if you don't know what the message is going to be for the particular situation. You've planned through how you're going to do that.   Jen Otremba: Right. We talked about an active shooter because I think that's probably one of the more extreme examples of things that can happen. But, this can be as simple as you have one of your headquarters buildings is flooding and you need to provide some kind of communication to either your employees, your leadership and to the media as to what's going on. It's not necessarily always going to be as extreme as an active shooter situation, but it's very important to have these planned out.   Bryan Strawser: The other challenge to think through in your planning process, and then I think we can talk about the boom, is just how will your communications be vetted and approved before they go out. This is not a situation where you can wait 45 minutes to an hour for somebody to review and vet a message in a fast breaking situation. You need a way to either have pre-approval or to quickly gain approval of the people that need to approve such things in your company based on your processes and culture, so that you can move forward with mitigating the reputation damage to your organization. Speed is of the essence.   Jen Otremba: You do not have time to wait around to be vetted by six different people before it sends, which is why having those previous holding statements can definitely help you in that aspect.   Bryan Strawser: It will buy you some time. A lot of time.   Jen Otremba: Yes. Also, I would recommend having someone edit before you send it out, so that it improves the process. Even though you have a holding statement that's ready to go, it's still a good idea to have at least one other person to look at something before you send it out to masses.   Bryan Strawser: So, now you're in the boom.   Jen Otremba: Before we should talk about the boom. Real quick, let's talk a little bit about the tools though.   Bryan Strawser: Oh, good point.   Jen Otremba: As we go through this we can review those tools as well. As far as tools for communicating. We talked a little bit about getting a phone call from the media, but how are you communicating to your employees? Are you an email culture? Do you have tools such as Everbridge or things like that where you can get-   Bryan Strawser: [inaudible 00:08:52], some type of mass notifications.   Jen Otremba: Having information to be able to send out, or is your plan to bring everyone together, for instance, with leadership or executives maybe having them in a conference call to give them that information. We're not going to give them any information until we bring them together and, we're going to have a call and talk about it. Kind of understanding what tools that you have available to you as you're in the planning process is very important. Now, the bang.   Bryan Strawser: Now, we're at the bang. The boom. The bang.   Jen Otremba: The boom.   Bryan Strawser: The things happened. We're going to stick with the active shooter example I think since we kind of began with that.   Jen Otremba: Sounds good.   Bryan Strawser: But, from a communications standpoint, suddenly you have a number of audiences that you need to communicate to. You have people that might still be executing run, hide, fight or whatever your strategy is. We think of these are your impacted employers. You have your non-impacted employers, which is really everyone else at the organization that isn't involved in this. But trust me no matter how far away they are, and even if they've never met anyone at the location where this is happening, they're going to care. They're going to care. You have to think about them as a distinct audience that requires communication. There is your employee base for at large, which is really kind of everybody.   There are leaders of both impacted and non-impacted locations. There's your senior executives. There's the board if you have a board. And then there's this where we loosely say is this outside group of influencers and people who both support you, but also have a stake in the game. They have skin in the game with you like institutional investors and others. All of those are different audiences that will need to be communicated with. None of which involve just communicating to the public, which you also will need to do. Very complicated.   Jen Otremba: It can be. Yes. Which then we always go back to the planning process, and if you have a plan for this it makes it a lot less complicated. But, understanding the level of detail of who's getting what information, and how you're going to get that information across. You may have a notification tool for instance. We mentioned a few earlier. That may be your plan to get it out to all employees. You may set conference calls to have a greater level of detail that you're going to have to get to certain parties, executives, top leaders. You may have to bring together your crisis team, and have a whole separate level of detail provided to the crisis team.   Bryan Strawser: Correct.   Jen Otremba: You might want to think though those kinds of things in your planning process. But, when it happens, this is all going to happen potentially very, very quickly.   Bryan Strawser: This is going to move in a blink of an eye.   Jen Otremba: It is.   Bryan Strawser: Internal social media channels are also something to consider. If you use Yammer, or the new Facebook at work.   Jen Otremba: Slack   Bryan Strawser: Slack. Maybe your internet has such a thing built in. Maybe you've got the social sites and things like that. Whatever it is that you have, that needs to be one of the channels in which you think about communicating because people will turn to that. And if you're not there, it's not factored in your communication, definitely you're going to have a hubbub of activity there.   Jen Otremba: Which is actually a good point because if your plan is to communicate through your internet, but you have all off this people that are around hiding, fighting, and they're not on the internet. Do you have a back up plan for how you're communicating to people knowing that they may not be on their computers looking at this right now.   Bryan Strawser: In addition to this there's some tactical things to do even before you get into the statement mode, but we recommend in a big situation like an active shooter that you send a senior executive who has the gravitas and authority to speak for the leadership to the scene along with appropriate support. That's probably some [inaudible 00:12:38] folks and perhaps the security expert that can run interference with law enforcement and others that are at the scene. But, there's no substitute for a senior leader or the local senior leader to be able to interact with the media at the right point in time, which might be now that you're going to want to have that kind of communication going on.   Jen Otremba: It's going to be important that you're able to maintain contact with that leader that you're sending out there, so that you can provide them timely updates on what's going on. If your crisis team is able to provide them a timely update via phone, radio, or however that looks like. Just make sure to think through that, so you're not sending them off and then they don't have the updated information.   Bryan Strawser: Right. It's also important that you delegate to someone to co-locate themselves with the PIO from law enforcement since we're sticking with the active shooter discussion here. That can be a communications person. It can be the spokesperson that you've sent there, a senior executive from the company. But, those messages need to be synchronized. If it looks like you're not on the same page as the police, you're going to be in a lot of trouble. You will want to coordinate on messaging prior to talking to the press, so that you're not revealing things that they don't want revealed. And so that you're clear on any hand offs or references that you're going to make during the course of the discussion.   But, here's a decent statement for active shooter. Can we think about this being at the scene. It's still ongoing, and so you can share some information. "We're concerned about our team, and we're doing everything that we can to ensure their safety and well-being. We can confirm that a 911 call was received from our office building, and those on the premises have been instructed to run, hide or fight as per the training that we've provided to them. Law enforcement is currently in the building and we're working closely with them to learn more information and take appropriate action. As this is part of an ongoing criminal investigation, I will have to defer all questions to law enforcement. We will share more information as soon as we can."   You're expressing the company's desires to make sure that you're concerned and you want to know. You're doing everything you can to make sure people are safe. You're confirming some information, so you're giving a story here. What you're doing and sharing is factual. We're not speculating. We're not sharing any names or deaths that might have occurred. Let the police deal with that.   You make it clear that this is an ongoing situation, and that you're not going to answer questions. You're going to defer to the police. And if you can do this with law enforcement standing by your side, and you can make the first statement and then they can move on and kind of carry the story it's even better. It re-focuses the questions on them. You do need to be prepared for Q&A, but you did tell them the questions should be directed to law enforcement. In this particular appearance you can just re-direct them back to that.   Jen Otremba: As you're thinking through the in the moment communication. You have effectively communicated to the media with your holding statement with your leadership, and your crisis teams and your general employee population. Once you're in this situation and you have gotten a little bit more information. You provide updates as you go and now it's done. Law enforcement has done their part, and the situation is done and it's mass chaos, right? Hopefully not. Hopefully because you have prepared for communicating before, during and after. Now, we're looking at what happens after this is all done. What do you do? Who do you talk to?   Bryan Strawser: We're sticking with the active shooter communication. Again, I think your audiences come into play. In my mind your most important audiences are going to be what you say to the public. What you say to impacted teams. What you say to teams that were not impacted. And probably the broader recap communication that you tell executives across the organization. Your senior leaders across the organization. I think the hardest conversation you're going to have is if you've had fatalities and you have to communicate to the team.   Law enforcement will probably handle communication to the family, but maybe not. We just supported a client a few weeks ago that had an industrial accident fatality and the company made the notification in that particular case. These are things that I think you will have to talk about how do you do this in your organization. We would encourage you if you've had impact. If you've had people killed or hurt in this kind of a violent incident. The best way to communicate is to get the team together and have their leader or somebody from their leadership team communicate this. It's an extraordinary difficult conversation. Jen and I have both been there when this has happened, and I've done this more than once. But, it should come from the team. It should come from that team's leader. That's who they trust. That's who they want to hear this from. It should not come from some communication leader.   Jen Otremba: I think the fact it comes at all is extremely important. I think instance like that happen and then now what, nobody has heard any kind of recap and there's nothing more infuriating than not understanding what has happened. What happens where we're at? Who is infected? Who was affected? Not infected.   Bryan Strawser: We'll give you a statement to use in this situation as an example, but again you need to make this fit your company's culture. One example would be, "Today we've experienced a terrible tragedy that we cannot begin to understand yet. We're all grieving deeply for our fellow employee who was a victim of this unthinkable act of violence from this morning. As we all start to process and cope with the experience, I want you to know that we will have grief counselors on site by noon today and through tomorrow for support if needed.   I want to acknowledge that this is going to impact everyone a little differently, and I encourage you to take the time that you need to grieve and heal in your own way. More information will be available from HR later today about how we're going to handle this in the days and weeks ahead. But, for today I welcome you to go home or you can stay here and speak with the grief counselors, or you can sit in the café with your fellow co-workers or go off site as a group if you wish to do that. You will be paid for the entire working day.   I'm grateful every day to have all of you on my team and have the opportunity for us to work together, and today I'm especially thankful that all of you are safe and knowing that we will find a way to get through this together." Again, this needs to be done in the leader's own words, but it's important to provide them with some things they can use as a starting point. Most folks would really struggle I think to write something like this without some idea about what it should look like. But, this is just one example of that.   Jen Otremba: And then I think thinking through what this looks like in the long-term and how we're communicating with people in the long-term. Not just during the after actions sort of review, but also just in general as you're working through what happened and understanding the details. I think it's important to communicate that as well.   Bryan Strawser: Yeah. In the coming days I think those after action discussions will really be important certainly in an active shooter situation. For a second I want to know why this happened. There may not ever be an answer to that, I mean we've done group counseling sessions in the past. We have had law enforcement come in and talk. Police chiefs, the lead investigator. I mean, sometimes folks just need to hear, "But we don't know why this happened, but this is what we do know." At least let them understand what we know and don't.   Sometimes the police are good at explaining that in a way that folks will try and understand. The may have a easier time to understand rather. But, also I think in these situations folks are going to want to know what you're going to do to protect them. It's not a bad idea to have, we talked about this before, but have law enforcement or security present for a while to help folks feel okay. But, the communication of that after action process is going to be important. It's not a bad idea to talk with people who were there, who were witnesses or heard what was going on, and be able to kind of incorporate that into your communications plan.   Jen Otremba: Yeah. As we talk about the after action review process. This process may go on for quite a while, but I think what's really important or at least in our experience, we've seen that it's important that the population of your organization understands that you are reviewing what you did good, bad in this whole situation and what you're going to do about it. Your employees may not be happy with how you managed through it, so, therefore it would be behoove of you to give them the opportunity to understand what you did, why you did it, and what you're doing to make it better in the future.   Bryan Strawser: So to recap kind of that crisis communication part of our series here in part two. Have a plan, draft some statements, leave holes to fill in as you learn the circumstances. Deploy people to the scene where appropriate. Make sure your execs are trained to be able to deal with those situations. Have holding statements available to use, and then craft your statements using your planning templates and your communication vehicles and your interaction with media in order to help get you through this situation. And don't forget to communicate during the recovery about what you've learned and what the company is going to do about it. Best of luck.  

Mass communications is essential when there is an incident. Targeted communications is better. Keeping people informed is essential. How can governments or companies pass information to their people and where necessary steer them away from danger? As part of the #WithIngram series, Philip Ingram is chatting to Tom Pressley the VP International Marketing with Everbridge. as always there is a warning. You may actually learn something. For those who are interested, no bacon was consumed or harmed in the production of this PODCAST.

How the Global leader in critical event management and enterprise safety keeps people safe and businesses running. Faster. On this daily tech podcast, I explore how technology affects areas that you wouldn't normally associate with technology. Today I wanted to look into a solution that helps people who are caught in the middle of disasters, attacks, business disruptions, and cyber attacks. Everbridge is the global leader in critical event management and enterprise safety applications that automate and accelerate an organization’s operational response to critical events in order to keep people safe and businesses running faster. During public safety threats such as active shooter situations, terrorist attacks or severe weather conditions, as well as critical business events such as IT outages or cyber-attack incidents, over 4,400 global customers rely on the company’s SaaS-based platform to quickly and reliably aggregate and assess threat data, locate people at risk and responders able to assist, automate the execution of pre-defined communications processes, and track progress on executing response plans. The company’s critical event management and enterprise safety applications include Mass Notification, Incident Management, IT Alerting, Safety Connection™, Community Engagement®, Visual Command Center®, Crisis Commander®, and CareConverge™, and are easy-to-use and deploy, secure, highly scalable and reliable. Everbridge CEO Jaime Ellertson joins me for a conversation full of valuable insights around technology and crisis management.

Imad Mouline, chief technology officer at Everbridge, discusses alert technology and his company’s effort to develop a flexible system that is responsive to the various communication needs of key personnel in the federal government.

There were several incident management vendors who were "DevOps native" in the market. But with the maturity of the DevOps movement and the adoption of DevOps by organizations large and small, larger more established incident management firms have taken their own lessons in adopting DevOps to tailor their solutions for DevOps. Everbridge is one of those companies. A public company, Everbridge is bringing their best in class solution to the DevOps market. I spoke with Prashant Darisi, VP of Products there about this and more. Have a listen.

In this week’s podcast of Community Association Matters we had the honor of interviewing Edgar Estrada and Natalie French of the City of Doral and discussed with them the different steps that residents, associations, and businesses must take to prepare for a hurricane.  Edgar is the Assistant Code Compliance Director for the City of Doral and Natalie is the Media & Emergency Management Specialist for the City of Doral Police Department.  Hurricane season runs from June 1 thru November 30th.  Many of us know that there are 5 hurricane categories but not many know how these categories are determined.  According to Miami-Dade County’s hurricane readiness guide the categories are broken down as follows:  Category 1: sustained winds of 74 to 95 mph  Category 2: sustained winds of 96 to 110 mph Category 3: sustained winds of 111 to 129 mph Category 4: sustained winds of 130 to 156 mph Category 5: sustained winds of 157 mph or higher It is important to note that according to Natalie, most of the damage is not caused by wind, it is caused by storm surge and flooding.  Other causes of injuries in a hurricane are live wires and medical emergencies, such as heart attacks caused by the increased stress level caused by disasters.  Some of the steps that condominium and homeowner associations should take are as follows: Trim the trees in the community. Edgar recommends that associations hire an arborist to determine the proper amount of foliage to be trimmed and where.  By trimming the trees early the association can prevent a tree from becoming “top heavy” and falling down.  It also prevents dead or lose branches from becoming lose and a projectile.   Associations should also note that most municipalities do not maintain or clean the drains located in private communities. That role often times falls on associations.  Condominium and homeowner associations should clean the drains in their community regularly.  The City of Doral requires that drains be cleaned annually.  Natalie suggests that associations check with their local municipalities because some municipalities offer debris removal after a hurricane even in private communities.  The City of Doral offers this service but communities are required to sign an agreement with the city to implement this service in their community.   Check your shutters and ensure that you have all of the screws and panels needed to properly secure the property. If you do not have hurricane shutters or panels, Miami-Dade County’s hurricane readiness guide recommends that you use 5/8” plywood to cover windows and doors.    Remove all furniture and lose debris around the community. This includes pool and patio furniture, arm gate posts, and potted plants.  If you do not have room in your community for temporarily storing these items, Natalie recommends that the association rent a storage unit for a few days.   Individuals should have enough supplies (food, water, medicine, and personal care items) for three (3) days. Remember to buy plenty of batteries, a radio that is battery operated, and manual equipment, such as a manual can opener. If you are going to a shelter, it is important to check the county website for information as to what you can and cannot bring.  Not all shelters allow pets, so it is important to plan accordingly.  After a hurricane, Edgar urges board members and residents to be careful when hiring a contractor after a storm.  Many unlicensed contractors come by communities and come to affected areas to take advantage of the situation.  He added that most repairs require city and/or county permits despite the fact that it is an emergency repair caused by a hurricane.  In addition, many contractors increase their prices dramatically during a hurricane.  This is illegal and you should report price gauging to the proper authorities. The City of Doral also has an application called Doral Alerts; this application provides weather alerts.  If you live in the City of Doral, you should subscribe.  It is called Everbridge and can be downloaded for free as long as you have a smart phone.  Natalie stated that you should check with your local municipality to see if they offer something similar. For additional information, please visit the City of Doral’s website at cityofdoral.com and click on Public Safety to access information on emergency preparedness.   Below are links to additional websites with more information on hurricane preparedness.  For information on how Allied Property Group can help your community please visit our website at www.alliedpropertygroup.net. Miami-Dade County Emergency Management:  http://www.miamidade.gov/fire/emergency-management.asp Florida Department of Emergency Management website for public information: http://www.floridadisaster.org/DEMpublic.asp Florida Department of Emergency Management website for businesses: http://www.floridadisaster.org/DEMbusiness.asp

In this RedZone MasterMind Podcast 6x CIOs join me for a lightning round one hour session in which we covered primary topics that they were interested in.What emerged were 2 major themes that interested the majority and 2 secondary themes.1.    IT Security as it related to Employee training, Cloud Infrastructure security at AWS – Amazon Web Services, and Microsoft Office 3652.    Business Intelligence – Business Analytics3.    BCP / DR – Business Continuity Planning and Disaster Recovery4.    Generational issues - employees and their readiness to adopt new technologyLessons learned cover:•    Office 365 – lessons learned•    AWS deployment and lessons learned•    Business Intelligence (BI)– Lessons learned•    BI Support tools and options Qlikview•    DR/BCP planning approaches –testing suggestions•    Everbridge – mass notification system•    Ideas on handling GenZs and Millenials