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7 episodes with fred kaufman
2 episodes with fred kaufman
2 episodes with fred kaufman
Fred Kaufman offered to tell his story if it helps others dealing with anxiety and panic attacks.
Ctrl+Alt+Delete with Lisa Duerre: For Leaders In Tech Escaping Burnout and Rebooting Leadership
Make sure to double-click on these key moments in this episode of Ctrl+Alt+Delete with Lisa Duerre™: [01:00] CHANGES Card Deck [02:00] Spirit of Abundance Thinking [02:40] Origins of the CHANGES Card Deck [03:20] Getting better at managing and creating change. [03:56] Seven Pillars that impact of affect change [04:19] Leaders get better at asking provocative questions. It will change our trajectory. [04:50] Flipping the script on BANI. [06:00] The card deck is applicable in our professional lives and in our personal lives. [09:00] Using questions to unlock the power of a group or team. [10:00] Nourishment Pillar power. [16:30] Michael's background: Elevating consciousness and human development and change [19:00] Why people don't like change. [21:00] Resourcing yourself within the pressures of the systems. [21:51] Changes Deck Practice - Meaningful Meeting [29:30] Creative emergence through these questions happens quickly. [31:00] Changes Deck Question Practice [36:00] What do you really think drives performance? [37:20] FIRM Leadership [42:00] How can you keep in touch with Michael and follow his work? KEY TAKEAWAYS: Being good at change is a meta-skill that has a trickle-down effect on everything else. Get better at managing and creating change. Questions are one of the most helpful tools we have as leaders and people. If we get better at asking provocative questions, we change our trajectory. There is deep connectivity between nourishment and performance. It will take a business culture change that we need to do “whatever it takes” sacrificing our health and nourishment to actually create the results we are looking for. The science is there; business culture needs to catch up. There are clear answers out there and available. It's about connecting with the people and beliefs that there is a connection and can teach it. Look to thought leaders that explore the topics. Dig in and question your assumptions and look at the work from: Raj Sisodia, Fred Kaufman, Amy Edmonson, Lisa Duerre, Google Research Project - Aristotle. People are looking for a different workplace environment, and this is a critical time to be asking the question about performance and nourishment as a business leader. People don't like change or loss because people want consistency and predictability because it answers the question, “Am I safe?” and when we experience change, it disrupts our answer to “Am I safe?” Stay Connected: Michael's LinkedIn: https://www.linkedin.com/in/mdiettrichchastain/ Michael's Website: www.arcintegrated.com Learn More About Changes Card Deck + Book: https://www.amazon.com/gp/product/B084VRYBDB/ref=ppx_yo_dt_b_search_asin_title?ie=UTF8&psc=1 RLD Group's website: https://rldgroupllc.com RLD Group's LinkedIn: https://www.linkedin.com/company/rldgroupllc RLD Group on Twitter: https://twitter.com/rldgroupllc Lisa Duerre on LinkedIn: https://www.linkedin.com/in/lisaduerre/ Ctrl+Alt+Delete with Lisa Duerre™ on YouTube: https://www.youtube.com/@realtalkwithlisa
Rundown - Chris Hansen - 03:40 Sam Kaufman - 56:57 Troubadour Dave Gunders - 01:52:21 "Shake Your Moneymaker" by Dave Gunders - 01:59:42 'You People' Movie Review - 02:02:43 Colorado state Senator Chris Hansen makes his strong case to be elected Denver's 46th mayor. Senator Hansen is an engineer by training and experience. Growing up in Goodland, Kansas, Hansen always looked up to the regional capital of Denver, and frequently visited. Elected to represent SD21 (central and east Denver), Hansen is a legislative leader who wants to now turn his attention to solving Denver's problems. Hansen is a father of two boys who is proud of his attorney wife. Learn also about Hansen's father, a necktie-wearing teacher, and his mother, a nurse. Hansen gets passionate about climate change and electric heat pump technology that could revolutionize Denver's buildings. Dr. Hansen also knows budgets, having served as the Chair of the Senate Appropriations Committee and Vice Chair of the Joint Budget Committee. So is Hansen's good humor as he talks about the neckties he and his father have long favored. The Colorado Senate's strict necktie rule is no problem for this mayoral candidate who wore a solid red tie to Thursday's first Denver mayoral debate held at Regis College. The candidate discusses his first priority commitment to Denver public safety. Denver's ongoing crime and vehicular collision problems are unacceptable. Hansen claims he's the infrastructure knowledgeable mayoral candidate Denver needs and his decision making skills are suited to the job. Sam Kaufman's job was to sell men neckties and it lasted many decades. As son of late great Fred Kaufman and proprietor of this region's preeminent big and tall men's clothing store, Sam is an expert at men's fashion. He's also sold hundreds of thousands of extra long ties. Listen to the great yarns spun by this master clothier who spent decades also selling suits and shoes and other apparel at Kaufman's Big and Tall Store in Englewood. The location at Hampden and Broadway was chosen after Fred Kaufman turned down offers to locate at Cinderella City. Great athletes galore were among the Kaufman patrons. Listen for the invited name dropping including Julius Erving and Broncos' greats Paul Smith and Randy Gradishar. What are neckties all about? Personal expression and a show of respect. Are neckties going extinct? Perhaps. One necktie killer was Raymond Burr who went through them like dishrags as he sweated out playing Perry Mason in the Denver courthouse. Kaufman's Burr necktie story is a classic. Sam Kaufman is a brilliant storyteller who loved his famous father who helped bring pro basketball to Denver. Byron Beck is a big Kaufman's fan and vice versa. These old Denver stories are classics. For lawyers, a good necktie can be his moneymaker. Shake your Moneymaker is the cover song sung by show Troubadour Dave Gunders who pays tribute to Elmore James and neckties he too has known. https://www.youtube.com/watch?v=08U7tcjKWFM As a special feature, Troubadour Dave Gunders give their reviews of the controversial number one movie on Netflix, You People. Was this the right way to cover mixed race marriage controversies, and were Jews treated fairly? https://www.timesofisrael.com/critics-pan-painful-portrayal-of-jews-in-race-relations-rom-com-you-people/
*Content warning: this episode briefly mentions the topic of suicide.* From the kitchen floor to the remote jungles of the Congo, Rae grapples with divorce and single-motherhood on an international trip to study lowland gorillas. For the last episode of season 2, Dr. Rae Wynn-Grant talks about a career-changing opportunity to track down one of the most elusive creatures in Central Africa — lowland gorillas. But when things don't go as planned, Rae ends up uncovering something else that changes the trajectory of her life. Since this is the last episode for this season, we want to thank all of our guests for sharing their amazing wild stories. And you, our dedicated listeners, for coming back for season 2. We're so glad to have you on this journey with us! What would you like to see in the third season? Let us know at naturepod@wnet.org. Thanks for listening! If you want to support us, you can follow “Going Wild” on your favorite podcast-listening app. While you're there, please leave us a review - it really helps. You can also get updates and bonus content by following me, Dr. Rae Wynn-Grant, and PBS Nature on Instagram, TikTok, Twitter, and Facebook. And you can catch new episodes of Nature Wednesdays at 8/7c on PBS, pbs.org/nature and the PBS Video app. This episode of “Going Wild” was hosted by me, Dr. Rae Wynn-Grant. Production by Caroline Hadilaksono, Danielle Broza, Nathan Tobey, and Great Feeling Studios. Editing by Rachel Aronoff and Jakob Lewis. Sound design by Cariad Harmon. Danielle Broza is the Digital Lead and Fred Kaufman is the Executive Producer for Nature. Art for this podcast was created by Arianna Bollers and Karen Brazell. Special thanks to Amanda Schmidt, Blanche Robertson, Jayne Lisi, Chelsey Saatkamp, and Karen Ho. NATURE is an award-winning series created by The WNET Group and made possible by all of you. Funding for this podcast was provided by grants from the Anderson Family Fund, the Corporation for Public Broadcasting, and PBS. Views and opinions expressed during the podcast are those of the individuals expressing them and do not necessarily reflect those of THIRTEEN Productions LLC/The WNET Group.
Ornithologist (bird scientist), poet, and author Drew Lanham was recently awarded the Macarthur Genius Grant—$800,000 with no strings attached. But despite his deep love for birds he almost never studied the creatures at all. As a young man, he won a full-ride scholarship to any school he wanted, only this award did have strings attached. Drew would have to give up his dreams of ecology and instead be an engineer. Hear how Drew was saved first from a career he loathed by the lilting song of a prairie warbler and then how a chicken saved Drew from going into the military to be a pilot. Instead, it set him on the true path of his heart, to study the magical flying creatures we call birds. Thanks for listening! If you want to support us, you can follow “Going Wild” on your favorite podcast listening app. While you're there, please leave us a review - it really helps. You can also get updates and bonus content by following me, Dr. Rae Wynn-Grant, and PBS Nature on Instagram, TikTok, Twitter, and Facebook. And you can catch new episodes of Nature Wednesdays at 8/7c on PBS, pbs.org/nature and the PBS Video app. Follow J. Drew Lanham on Twitter and Instagram and listen to more "Going Wild" HERE. This episode of “Going Wild” was hosted by me, Dr. Rae Wynn-Grant. Production by Caroline Hadilaksono, Danielle Broza, Nathan Tobey, and Great Feeling Studios. Editing by Rachel Aronoff and Jakob Lewis. Sound design by Cariad Harmon. Danielle Broza is the Digital Lead and Fred Kaufman is the Executive Producer for Nature. Art for this podcast was created by Arianna Bollers and Karen Brazell. Special thanks to Amanda Schmidt, Blanche Robertson, Jayne Lisi, Chelsey Saatkamp, and Karen Ho. NATURE is an award-winning series created by The WNET Group and made possible by all of you. Funding for this podcast was provided by grants from the Anderson Family Fund, the Corporation for Public Broadcasting, and PBS. Views and opinions expressed during the podcast are those of the individuals expressing them and do not necessarily reflect those of THIRTEEN Productions LLC/The WNET Group.
*Content warning: this episode contains descriptions of violence that might be disturbing to some listeners.* Herpetologists do a lot of unique things while studying lizards—cut their toes, pump their stomachs, and capture them by lassoing their necks. That one small word, “lasso,'' wasn't always the word used in the discipline. Herpetologist Earyn McGee, one of the few Black females in the field, proposed researchers stop using the word “noose” to describe capturing lizards, and start using a more accurate, less oppressive word, like “lasso.” Thanks for listening! If you want to support us, you can follow “Going Wild” on your favorite podcast listening app. While you're there, please leave us a review - it really helps. You can also get updates and bonus content by following me, Dr. Rae Wynn-Grant, and PBS Nature on Instagram, TikTok, Twitter, and Facebook. And you can catch new episodes of Nature Wednesdays at 8/7c on PBS, pbs.org/nature and the PBS Video app. Follow Earyn McGee on Twitter and Instagram and listen to more "Going Wild" HERE. This episode of “Going Wild” was hosted by me, Dr. Rae Wynn-Grant. Production by Caroline Hadilaksono, Danielle Broza, Nathan Tobey, and Great Feeling Studios. Editing by Rachel Aronoff and Jakob Lewis. Sound design by Cariad Harmon. Danielle Broza is the Digital Lead and Fred Kaufman is the Executive Producer for Nature. Art for this podcast was created by Arianna Bollers and Karen Brazell. Special thanks to Amanda Schmidt, Blanche Robertson, Jayne Lisi, Chelsey Saatkamp, and Karen Ho. NATURE is an award-winning series created by The WNET Group and made possible by all of you. Funding for this podcast was provided by grants from the Anderson Family Fund, the Corporation for Public Broadcasting, and PBS. Views and opinions expressed during the podcast are those of the individuals expressing them and do not necessarily reflect those of THIRTEEN Productions LLC/The WNET Group.
Jasmin Graham loves sharks. I mean, really loves sharks. And she always dreamed of becoming a university professor to encourage other people of color interested in shark science. But then, something happened to Jasmin in grad school that caused her to give up her dream. So what does she do when she realizes she has nothing left to lose? Listen to more "Going Wild" HERE. Thanks for listening! If you want to support us, you can follow “Going Wild” on your favorite podcast listening app. While you're there, please leave us a review - it really helps. You can also get updates and bonus content by following me, Dr. Rae Wynn-Grant, and PBS Nature on Instagram, TikTok, Twitter, and Facebook. And you can catch new episodes of Nature Wednesdays at 8/7c on PBS, pbs.org/nature and the PBS Video app. Follow Jasmin Graham on Twitter and learn more about MISS here. This episode of “Going Wild” was hosted by me, Dr. Rae Wynn-Grant. Production by Caroline Hadilaksono, Danielle Broza, Nathan Tobey, and Great Feeling Studios. Editing by Rachel Aronoff and Jakob Lewis. Sound design by Cariad Harmon. Danielle Broza is the Digital Lead and Fred Kaufman is the Executive Producer for Nature. Art for this podcast was created by Arianna Bollers and Karen Brazell. Special thanks to Amanda Schmidt, Blanche Robertson, Jayne Lisi, Chelsey Saatkamp, and Karen Ho. NATURE is an award-winning series created by The WNET Group and made possible by all of you. Funding for this podcast was provided by grants from the Anderson Family Fund, the Corporation for Public Broadcasting, and PBS. Views and opinions expressed during the podcast are those of the individuals expressing them and do not necessarily reflect those of THIRTEEN Productions LLC/The WNET Group.
*Content warning: this conversation contains mentions of animal injuries, death, and the topic of suicide.* Veterinarians deal with death so frequently that they have some of the highest suicide rates of any occupation. Dr. Hollis Stewart has worked with many animals – from domesticated pets in New York City and Fez, Morocco, to wild animals in the Middle East and Africa. Because of that, she's also worked with humans (other vets, clients, and civilians) from all over the world. In this episode, Hollis shares stories of how treating animals in different countries taught her about the concept of “Inshallah” or “God's Will” and “Whatever will be will be,” which in turn, taught her valuable lessons about living and accepting death. Thanks for listening! If you want to support us, you can follow “Going Wild” on your favorite podcast listening app. While you're there, please leave us a review - it really helps. You can also get updates and bonus content by following me, Dr. Rae Wynn-Grant, and PBS Nature on Instagram, TikTok, Twitter, and Facebook. And you can catch new episodes of Nature Wednesdays at 8/7c on PBS, pbs.org/nature and the PBS Video app. Follow Dr. Hollis Stewart on Instagram and Facebook. This episode of “Going Wild” was hosted by me, Dr. Rae Wynn-Grant. Production by Caroline Hadilaksono, Danielle Broza, Nathan Tobey, and Great Feeling Studios. Editing by Rachel Aronoff and Jakob Lewis. Sound design by Cariad Harmon. Danielle Broza is the Digital Lead and Fred Kaufman is the Executive Producer for Nature. Art for this podcast was created by Arianna Bollers and Karen Brazell. Special thanks to Amanda Schmidt, Blanche Robertson, Jayne Lisi, Chelsey Saatkamp, and Karen Ho. NATURE is an award-winning series created by The WNET Group and made possible by all of you. Funding for this podcast was provided by grants from the Anderson Family Fund, the Corporation for Public Broadcasting, and PBS. Views and opinions expressed during the podcast are those of the individuals expressing them and do not necessarily reflect those of THIRTEEN Productions LLC/The WNET Group.
Why are coyotes showing up all over the place? Spoiler alert: evolution can work fast. If you live in the United States, chances are you've seen a coyote in the wilderness, or in more unexpected places like on a train, in your backyard, or even in a sandwich shop. But coyotes haven't always been so bold. Back in the 1900s, coyotes were more like wolves – you mostly found them in forests and other areas far away from humans. Now, coyotes are everywhere, and Dr. Christopher Schell decided to find out why. Through his research, Chris learned a lot about coyotes, and some things really surprised him. But what makes this story even more unique is that by studying coyotes, Chris ended up learning even more about himself. Thanks for listening! If you want to support us, you can follow “Going Wild” on your favorite podcast listening app. While you're there, please leave us a review - it really helps. You can also get updates and bonus content by following me, Dr. Rae Wynn-Grant, and PBS Nature on Instagram, TikTok, Twitter, and Facebook. And you can catch new episodes of Nature Wednesdays at 8/7c on PBS, pbs.org/nature and the PBS Video app. Follow Christopher Schell on Twitter. This episode of “Going Wild” was hosted by me, Dr. Rae Wynn-Grant. Production by Caroline Hadilaksono, Danielle Broza, Nathan Tobey, and Great Feeling Studios. Editing by Rachel Aronoff and Jakob Lewis. Sound design by Cariad Harmon. Danielle Broza is the Digital Lead and Fred Kaufman is the Executive Producer for Nature. Art for this podcast was created by Arianna Bollers and Karen Brazell. Special thanks to Amanda Schmidt, Blanche Robertson, Jayne Lisi, Chelsey Saatkamp, and Karen Ho. NATURE is an award-winning series created by The WNET Group and made possible by all of you. Funding for this podcast was provided by grants from the Anderson Family Fund, the Corporation for Public Broadcasting, and PBS. Views and opinions expressed during the podcast are those of the individuals expressing them and do not necessarily reflect those of THIRTEEN Productions LLC/The WNET Group.
Hyenas might be the most misunderstood animal – Are they dogs? Big cats? Evil, trouble-making sidekicks? (Thanks, Lion King!) Dr. Christine Wilkinson relates to this ambiguous perception as a bi-racial woman, especially one working in the fields of science and conservation. She couldn't wait to go to Kenya to study hyenas, but once there, she was labeled a “Mzungu,” a term often used to describe white foreigners. Hear about how she fought to save hyenas from being misunderstood (and even started a conservation effort for the animals considered a nuisance), and in doing so, found a community where she was accepted. Thanks for listening! If you want to support us, you can follow “Going Wild” on your favorite podcast listening app. While you're there, please leave us a review - it really helps. You can also get updates and bonus content by following me, Dr. Rae Wynn-Grant, and PBS Nature on Instagram, TikTok, Twitter, and Facebook. And you can catch new episodes of Nature Wednesdays at 8/7c on PBS, pbs.org/nature and the PBS Video app. Follow Dr. Christine Wilkinson, The Scrappy Naturalist, on Instagram, Twitter, and TikTok. This episode of “Going Wild” was hosted by me, Dr. Rae Wynn-Grant. Production by Caroline Hadilaksono, Danielle Broza, Nathan Tobey, and Great Feeling Studios. Editing by Rachel Aronoff and Jakob Lewis. Sound design by Cariad Harmon. Danielle Broza is the Digital Lead and Fred Kaufman is the Executive Producer for Nature. Art for this podcast was created by Arianna Bollers and Karen Brazell. Special thanks to Amanda Schmidt, Blanche Robertson, Jayne Lisi, Chelsey Saatkamp, and Karen Ho. NATURE is an award-winning series created by The WNET Group and made possible by all of you. Funding for this podcast was provided by grants from the Anderson Family Fund, the Corporation for Public Broadcasting, and PBS. Views and opinions expressed during the podcast are those of the individuals expressing them and do not necessarily reflect those of THIRTEEN Productions LLC/The WNET Group.
Garrett Rafols is the Senior Director of Sales Excellence at GymPass. Recently coming off eight years at LinkedIn too. And today we get into how those of us who operate in sales enablement are in a position of *priviledge*. Hard stop. And how to handle the identity crisis that 100% of sellers experience at least once in their career. Topics Discussed: Sales Enablement is a position of privilege. What are power statements and how you can best use them? (4:05) Success is in the journey not the outcome. (7:53) Should 100% of sales enablement humans carry a bag first? The internal struggle/identity crisis 99.99% of seller hit is real. (10:52) “When am I my best?” “When am I my worst?” Exercise (12:42) Resources Mentioned: https://www.amazon.com/New-Sales-Simplified-Prospecting-Development/dp/0814431771 (New Sales Simplified) by Mike Weinerg (4:05) https://www.amazon.com/Sell-Without-Selling-Out-Success/dp/B09RLTW23D/ref=sr_1_1?crid=2MG3QWMBQDBRN&keywords=sell+without+selling+out&qid=1654182464&s=audible&sprefix=sell+without+selling+out%2Caudible%2C49&sr=1-1 (Sell Without Selling Out) by Andy Paul (10:47) https://www.amazon.com/Cant-Teach-Ride-Bike-Seminar/dp/B0744YHBQY/ref=sr_1_1?gclid=CjwKCAjwv-GUBhAzEiwASUMm4t5FkwhJogX-d_VBhaC4P0dQrf6OvxKcIO0CsVgNnzC25J8ufgV8yxoCHyYQAvD_BwE&hvadid=558649694297&hvdev=c&hvlocphy=9003995&hvnetw=g&hvqmt=e&hvrand=1540133770422115666&hvtargid=kwd-315107661813&hydadcr=22596_10348340&keywords=you+cant+teach+a+kid+to+ride+a+bike&qid=1654198318&s=books&sr=1-1 (You Can't Teach a Kid to Ride a Bike) by David H. Sandler (11:05) https://www.amazon.com/Conscious-Business-Fred-Kofman-audiobook/dp/B000JCE3FM/ref=sr_1_1?crid=3TYQMIGCJFNKU&keywords=conscious+business&qid=1654182212&s=books&sprefix=conscious+business%2Cstripbooks%2C72&sr=1-1 (Conscious Business) by Fred Kaufman (12:42) https://www.amazon.com/Delivering-Happiness-Tony-Hsieh-audiobook/dp/B003QADCNS/ref=sr_1_1?keywords=delivering+happiness&qid=1654182516&s=audible&sprefix=delivering+%2Caudible%2C62&sr=1-1 (Delivering Happiness) by Tony Heish (14:54) For more Guest: https://www.linkedin.com/in/garrettrafols/ (Garrett Rafols on LinkedIn) For more Amy: Connect with Amy on https://www.linkedin.com/in/amyhrehovcik/ (LinkedIn) Connect with Amy on https://twitter.com/amy_hrehovcik (Twitter) http://revenuereal.com (Join the Conversation)
The program alll about TV. Our lead guest: Bob Sullivan, co-founder and chief executive officer of new TV content enterprise Bandit Productions. Plus a special salute to Nature, starting its 40th season on PBS this month, featuring executive producer Fred Kaufman.
We talk to author Fred Kaufman about his new book, The Money Plot: A History of Currency's Power to Enchant, Control, and Manipulate. We explore the origin of money and how it became so important in our culture. Connect with Fred on Facebook
Not having your annual office christmas party this year? Marina Glogovac from CanadaHelps tells us how you can donate the unused money to charity through a new initiative called Holiday Party Heroes. Then, a new financial startup allowing Canadians to lend and borrow from each other called goPeer. CEO Marc-Antoine Caya tells us all about it. And, the history of money and how it’s been used. Fred Kaufman takes us through his book The Money Plot: A History of Currency's Power to Enchant, Control, and Manipulate. Plus, making the most of the Guaranteed Income Supplement with John Stapleton from Open Policy Ontario. And, our blogger spotlight series with Kara Gammell, personal finance journalist and founder of Your Best Friend’s Guide to Cash. To find out more about the guests check out:⦁ Marc-Antoine Caya: Twitter ⦁ goPeer: Website | Twitter | Instagram ⦁ Kara Gammell: Your Best Friend's Guide To Cash | Twitter | Instagram| Facebook⦁ Fred Kaufman: Facebook⦁ CanadaHelps : Twitter | Instgram|Facebook⦁ John Stapleton: Open Policy Ontario Find Bruce Sellery at Moolala.ca| Twitter| Facebook|LinkedIn
In today's podcast, I'm excited to discuss how to overcome negativity in life, relationships, and business. Sure, it might seem a bit unusual that I'm excited about negativity, and I agree this is a strange polarity. I'm excited because negativity is everywhere. We experience it within ourselves, with family members, with colleagues, with those we teach or manage, and with bosses. Although not everyone is negative all the time, negativity seems to creep in everywhere. Have you ever felt like you were stuck in negative thinking and didn't have a way out? Have you ever believed that someone else was being negative, shooting down all of your ideas? Today, I'll share three strategies you can use to tackle your own negative thinking. I'll also share a conversation structure idea for managing negativity with another person, from "Conscious Business," by Fred Kaufman. Both approaches are extremely helpful. If you're still wondering how to get through negativity today, this podcast will help you break free. Negativity is a problem because it stops creativity. It closes doors. It removes possibility. Negativity can become a mindset that shades everything, like wearing a pair of tinted glasses. Yet it doesn't have to be that way. Optimism and realism can exist together, and this kind of balanced perspective creates possibilities. Enjoy the podcast! For a link to the book I've mentioned in this podcast, Fred Kaufman's "Conscious Business," please click here.
Guest: Nicolas Draca - Chief Marketing Officer @HackerRank (Formerly @Twilio, @LinkedIn, @Infoblox) Guest Background: Nicolas Draca has over 20 years of experience in sales and marketing. He is currently the CMO at HackerRank. Prior to HackerRank, he was the Vice President of Marketing at Twilio. Prior to Twilio, Nicolas spent five years at LinkedIn, holding the position of senior director, global marketing operations. Before LinkedIn, in 2004, he co-founded Ipanto and served the same company as the chief marketing officer. Ipanto was acquired by Infoblox in 2007, where he spent another 3 years as a Director, building their Demand Marketing function globally. Nicolas holds a master's degree from ICN Business School, France. He is also an advisor and early investor in several startups and incubators (like Y Combinator). Guest Links: LinkedIn Episode Summary: In this episode, we cover: - The Science of Marketing Playbook - 4 Pillars (Talent, Insights, Operations, and Lifecycle) - The Formula for Hiring, Onboarding, and Developing Successful Marketing Teams - Critical Alignment w/ Your Manager and Stakeholders: What is your job? - Data and Measurement - Moving from Data to Intelligence - The Account-Based Marketing Method Full Interview Transcript: Naber: Hello friends around the world. My name is Brandon Naber. Welcome to The Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented and highly skilled Sales and Marketing minds on the planet, from the world's fastest growing companies. Enjoy! Naber: Hey everybody. Today we have Nicolas Draca on the show. Nicolas has over 20 years of experience in Sales and Marketing. He is currently the Chief Marketing Officer at HackerRank, who have raised $58 million in capital. Prior to HackerRank. He was the Vice President of Marketing at Twilio. Twilio IPO's back in 2016, and they currently have a $17 billion valuation. Prior to Twilio, Nicolas spent five years at LinkedIn holding the position of Senior Director of Global Marketing Operations. LinkedIn IPO'd back in 2011, and they were acquired by Microsoft in 2016 for $27 billion. Before LinkedIn. In 2004, he co-founded Ipanto and served the same company as the Chief Marketing Officer. Ipanto was acquired eventually by Infoblox in 2007, where he spent another three years as a Director building their Demand Marketing function globally. Nicolas holds a Master's Degree from ICM Business School in France. He is also an advisor and early stage investor in several startups and incubators like Y Combinator. Here we go. Naber: Nicolas, awesome to have you on the show. How are you? Nicolas Draca: I'm doing fantastic. Thank you for having me. Naber: Yes, I'm so glad to have you. Hearing your French accent makes me think about the French holiday I just had, the French holiday that you just had, in addition to being in Greece and having all the amazing food. I am so excited to have you on. I've learned a lot from you in a short space of time when we've worked together in the past. Gotten to know you a little bit personally. Many of the people I've worked with have gotten to know you personally and professionally, and there's just so many good things to say about you, as a person and as a professional operator. So I'm more than excited for the audience to hear what you have to say. So why don't we jump in? What I think we'll do is, we'll get into some of the professional jumps that you've had through your career, talk about your career, as well as a bunch of the frameworks, the mindset you have, some of the methods that you've gone through and used in your playbook, if you will. But first, I think it'd be helpful, if it's okay with you, is to start to get to know you a little bit personally so that they can build up the same fascination as I have with you as an individual, and maybe we'll start back in the day, if you will. Maybe, we'll start in your childhood. So why don't we start with...I mean, you grew up in France, you were based in Strasbourg, you were born in Strabourg and grew up there, you were based in Frankfurt, then Strasbourg again, San Francisco, you've got so many global experiences. What was it like as a kid growing up as Nicolas Draca? And what are some of the things you're interested in? Nicolas Draca: Yeah. So I grew up in France, in Strasbourg - border with Germany - East. And what was it to be Nicolas Draca? Well, I would say not much, pretty shy kid. Just following my friends wherever they would go. I was not the leader, that's for sure. I was average in every single sport. I was okay with it, no ego there. It's just, like, anything I would play, I was just average. I think that summaries what it was when I was young. I think school, I was average. Sport, I was average. I think great friends. I lived in the countryside. So after school, I was more about going outside, playing in the forest, playing with my bike. And that was my life as a young kid. Naber: Very cool. And what were some of your hobbies, your interests as you were growing up? Nicolas Draca: It was being outside, and I think this is still the case today. We lived in a small village. There were like 200 people, in my class were nine, on my level. Being with friends, outside, playing whatever, playing soccer, running around, jumping on our bike, whatever you can imagine. Naber: Very cool. Very cool. And as you're going through high school, were there certain subjects or anything you acceled at where you thought at a young age, you were pretty good at it naturally? Nicolas Draca: Yeah. I specialized pretty quickly in math and physics. I have boys. I was a boy. I was just going with the flow. I'm just no big plan, no ambition, no nothing. To be fair, ,when I talk to friends today, and they look like where I am today, they struggled to connect between what I was when I was young, and what I do today. Like, really? That's what you've done and that's who you are. So yeah, just I go back to that just an average kid. Naber: It's funny, I'm laughing so much, and I have to hold it in because of the microphone, but I'm laughing. That's really interesting...What did your parents do for a living? Nicolas Draca: My father was a Sales guy, and my mother was a teacher. And then my father moved from Sales in consulting to building his own company. Actually he created two companies, two startups. Naber: Wow. So that was in your genesY Nicolas Draca: Yeah, I think so. Yeah. Part of the education was you started in a job early, starting when you're 16 - it's like, first job, same for my sister, I have one sister. And you're going to have to work. Yeah, that was in our genes, that's for sure. Naber: Very interesting. And what was the first thing you did to make money? Nicolas Draca: The first thing I did to make money was to work in a restaurant as a waiter. And then the second thing, I ended up driving ambulance. Naber: Whoa. Nicolas Draca: Yeah. That was my summer job. So this was when I was 18, you'll can only drive in France when you're 18. That was something really unique, learned a ton from it, specifically on the people side. And I think if I didn't have started computer science at that time, maybe I would have moved into being a doctor or something in the medicine field. Naber: Wow. What were some of the things that you learned? You're probably about to say that. Nicolas Draca: Yeah. Wow. So when you drive when you drive an ambulance, you drive people from home to the hospital, or you drive them back. So quite quickly you understand and you see where they live, and you see all type of people, all social aspects of it. And so that was one part of it, which when you're young, I was like 18, 19, that's just wow, it was pretty surprise, I'd say. The other thing is, we will also doing ER type of thing, I don't know how we say it in English, but like we would go...there are car accidents, and we would go there and pick up the people. And yeah, we did a couple of ones where...once we went for somebody who committed suicide to pick 'em up. Naber: Wow. Nicolas Draca: so it's a, I mean a, you guys can go a little bit on it to give you an idea, but the, you arrive there and the person tried to, cut is they yeah. And yeah, but, but survived it. And so it was really a weird kind of set up because you arrived, you don't know the person, so you're completely disconnected. whereas there's a lot of drama going on around the seminary. You come here and you just try to do your job and then you have those weird part of the story where actually, which we have to do is to chase a cat with trying to leak the blog. We're story, but we ended up running in the k frame to chase that cat was trying to lead all the blog. yeah. Yeah. It's just kind of weird setup slash weird experience and we had many of those, which I'm not sure I want to share. Naber: Oh Wow. That's an amazing short story. You walked into a storm on a bottle and you have to write into the bottle every single time. Yeah. Yup, Yup, Yep, Yup, Yup. Wow. That is, that's probably the most interesting answer I've gotten to that question. That's a really good answer. Nicolas Draca: It says a, it was a unique experience actually. I a I still remember that, that job and I think I got lucky to get that job for a couple of months, a few years. And yeah. Do you find a lot? I think where I am today. Naber: Very cool. Wow. You always learned something really interesting about somebody. You have these types of conversations, so you're in Strasburg, driving ambulances, working at restaurants, being, being, being, being a average, probably not average. You're probably overselling the average part of it. But, so then you're making decisions about where you want to go to school for university. how, what's the decision you make at that point? And tell us, walk us through, your decision around school. After, after high school Nicolas Draca: I started, I had the chance of a started coding when I was young, like 11 year old. I'm 46 today, so 11 mean like in 84. at that time, you do not have access to computer, but we were lucky that intermediate school, we had computer. I think there was somebody who was passionate about it, was able to get a couple of computer for us. And so I'd have passion for it. Then decided quickly to move into computer science. I'm a major, and then got my bachelor in computer science. And then, my idea was you're going to find this weird, I wanted to work in a golf. I played golf. I loved it. I taught my other job, my third job on the weekend. And super weird. So I interviewed for a golf school, to be in management. And at the same time I interview for interview for a business school, meaning to go through the process to be accepted and went for business school and went from my business school aftermy computer degree, the master in business and then, took my first job. Naber: Wow. Not In the Gulf company. Nicolas Draca: no, not a in a golf company. I still, I don't play actually anymore. but at that age, I don't know. And my parents were highly supportive. They're hey, you want to go? Even though you graduated for computer science, who went to be in the gold business? Go for it. so I had the oldest support up to me to make some decision, super happy about what happened. Naber: Nice. Cool. I wouldn't want to, I wouldn't want to compete with you on the links. I'm sure that you're much better than you're saying you right now. So let that, does that get us to GE Capital? Is that the first role out of school? Nicolas Draca: Yeah. Out of school. My first job was, a Sales guy at GE Capital. And here I was selling infrastructure, so laptop, desktop servers, printers applications, for a large company in the east of France. So that's what my first job and that's where I met. I started the same day somebody called a Duchenne. Why cool. Founded a pencil, later on with Naber: very cool. And so you were up, that's really interesting story. I'm sure we'll get to that in a second also. And you were obviously quite technical walking into that role. Was that really helpful walking in as with the quite technical mind to get into an account management slash Sales role at GE Capital and for it solutions? Nicolas Draca: Yeah, it was, it was a, it wasn't nice to have actually two is not that complex. A, it was a new laptop computer, right? Yeah. To have a passion for it. So I had a passion for it, but not treating immediate at that stage. like here was really hardcore Sales. It was my first job, in back in the day you would start, there was no internet then I'm going to speak like an old guy. So actually you had the yellow pages. That's what I remember. And I was pretty shy. Like you have to remember that the, why am I in trail? Good question. and on a on day one, I get the yellow pages, which is not the best way to onboard somebody and say, hey, good luck and go and try to sell. And I had the number of to deliver on. Nicolas Draca: the story is as well as the on friends factors actually what is happening in inferences. Sometimes they do a writing test where they analyze how you write. I think it tell them that country, I'm not sure. Yeah. Long Story Short, I started day one and then my boss come to see me and saying, hey, they just finished on an icing your the way you're right and we cannot keep you because more or less a summary, you get a report, three pages on the report. and the reports say you're a loser and you will never be able to handle pressure, and grow in your career. So are, you're going to have to leave tonight, and you can not stay. And I'm what? So it came back pretty upset to meet with the VP of Sales of GE. Nicolas Draca: Excellent. its in Paris and then hey, that, that's not how it's gonna play out. Right. You were first from a legal standpoint, you're not allowed to do that. Number two, it's highly, disrespectful to onboard needs to get started to two and then decide after day one based on how I write. I agree with that. My writing is terrible, but then decide who I am as a person. so I kept that, I kept the report, and I showed it to my kids later. I'm yes, that's what your dad was. That's where happened. So that was my first job, actually. They one I came back home. Naber: Well Nicolas Draca: I'm I'm I was already withmy wife. Naber: Yeah. Oh my gosh. so in a marathon you're not supposed to pre sprint from the start, but we are sprinting with good stories so far. This is hilarious and great. It's just excellent. So, what is the, what's the biggest thing you learned at GE Capital? And then we'll talk about your jump to CSC. Nicolas Draca: Yeah. So a g tactical here was, so, I learned what it cost to be on the first real job and being a Sales person, what it took and how to be a, leave you smart. And what I mean by that is how can you make your quota the fastest way possible. and here we add professional services on one end, which was like 30% margin. We had a infrastructure which was 5% margin. And of course my quota was based on a much more genuine would bring to the table and decided where as we were in a selling hardware emotion in the company, decided to do all of my business in services, and professional services, sorry. This is my learning is what is the fastestto achieving, to beating quota was the learning of spending a couple of years at GE. Naber: Yeah. Nice. That's great. Yeah. You've quoted a couple of times. whatever you're doing, somebody else's probably done it better than you. Don't reinvent the wheel, learn from others and be lazy, smarter. Yeah. I really liked that quote. And it's obviously something you can learn really early in your career. okay. Yeah, Nicolas Draca: I actually have the, it's a, it's a big, big one is a, it's trying to look and does, this is what I did unconsciously though looking around me and there was one Sales rep who was highly successful and one was working really hard but not like I was working like 14 hours a day, but not being as successful. So I loved that the successful one. And I tried to understand the dynamic of the deals then and learn from it, then cloned it. Naber: Nice. Excellent. Okay. So you're at GE Capital, you're learning a lot about what it's like to carry a bag, be a Sales person for the first time, you're making a jump to CSC. What did you make the jump to CSC, and what were you doing at that job? Nicolas Draca: Yes, so CSC, one of my friends was leading one of the team at CSC, Computer Science Corporation, it was in the outsourcing business and it was focusing on transformation. And transformation at CSC will assign hundred of millions of dollars of deals where they will start outsourcing both infrastructure and people, and moving them into CSC. And our friend was putting a team together to help him through this transformation phase. And so you will work on an account for like 6 to 12 months max. And your job would be as fast as possible to be able either from an infrastructure standpoint, from a people standpoint, from a process standpoint, to migrate to CSC. So here it opened up to all of Europe because all of those contracts where across Europe or across the world and more of an international angle to what I was doing before. Naber: Very good. Okay. And so you made that jump, and Program Manager. So day to day, what are you doing? Nicolas Draca: Yeah, day-to-day the way it would work is we would be in charge of projects, all of those transformation projects. And depending on the project we had lined up, or our goal would be to work with a set of people...I had a couple of project manager working for me, you will have infrastructure people, you will have architects, you will have procurement, and so on. And just being able to orchestrate and to coordinate all of it to deliver on time. So the way it would work is as part of the process before starting on anything, you would send a quote to your customers saying this is a how many hours I'm going to spend, and this is how much it's going to cost. So you just ship within the hours you're committed to. Naber: Are you creating that estimate or is someone else creating it and you're delivering on it? Nicolas Draca: No, I have to create that estimate. And it was like massive, like millions of dollars every time. So, it was the first time I worked on really, really large contracts, so pretty exciting. Naber: Yeah. Excellent. Okay. So you're at CSC, this is what you're doing day to day, and you are six and a half, seven years into your career at this point, your belt to make your first major entrepreneurial jump for Ipanto. Tell us about why you decided to start Ipanto, and the story for how it started, as well how you're ultimately acquired by Infoblox, which sounds like a great story. Nicolas Draca: Yeah. So what happened is...one of the projects we were managing - so I was still working with my friend Eric from GE, we went together to CSC - and one of the projects we were working on is IP address management. So what was happening is people were trying to find a way to manage their IP addresses on their network. And they were using spreadsheets, which seems surprising, but that was more or less the go-to. And if you think about it like every single device, like your laptop here, your printer, whatever, has an IP address. And as you can imagine pretty quickly, you can not keep up. If you have 5,000 employee, and I don't know 3-4 IP addresses per employee, you cannot manage IP addresses in a spreadsheet. Then we looked at it for a customer and realized, that there was only one company that was doing that as a software, and they were charging per active IP per year, and it was $1.50. And with the explosion of IP addresses, we looked at it and were like, oh man, we have to create a company. So we started looking what other competitors were doing on the side, and at some point decided to create our own company...We had hired...So what we're doing is more or less, we stayed at CSC as consultants. So we work for them. So our daytime job was CSC. Our nighttime job was building our company, which many people do. So it was all bootstrapped and it took us like a couple of years to get an MVP and we started closing customers. And we did a decent job I think on the Marketing side, we did a decent job on our footprint where people believed we were a large company. With Skype you could open...we had, not fake, but we had numbers in Australia - a phone number in Australia, we have numbers in the US - phone numbers. So, as we had global reach, we will send quote like across the globe, and we would time our email to look like we were in the region. We also created a set of names, so I had multiple names. I was Shawn, the product manager. I was Nicolas, the CMO. I was also John, from support. And so emails we're going out, and we automated all of it, to make you believe that we were a large organization, but to ensure that people could engage with us through support, which we call customer success today. Or through the product team, saying hey, what do you think about the solution? And so on and so on. So, yeah, that's what we did. Naber: So you're effectively like the equivalent of a chatbot with all of your names, and you are your own follow the sun model, as in like you did everything probably 24 hours during the day. How many people did you eventually have a on the team? Nicolas Draca: So we went up to 10 employees, mostly engineers. So we build a small engineering team in Strasbourg. And then we had that rule, as a Sales leader you would appreciate it, and this was coming from my father. So my father, had a rule for a Sales rep that if you go to Paris at that time, you need to have three meetings a day. If you travel three meetings a day. We applied the same rule at the European level. So if we had people pinging us from any country, and we were able to secure a free meetings a day, we'll go and we'll take a flight. So we went to Dubai multiple times. We went to Saudi Arabia. We went to Turkey. Meaning that's where inbound was coming from. Was it rational in terms of like weighted pipeline and how much money we would make, it was not, we did not have that experience. What is it efficient in term of meetings? Yes, it was. And then we were having long meetings and we built partnerships across most of the Europe, which was pretty cool at that time, and got us to meet some great prospects. And then at some point, we decided...two things happened. I'm going to get you to Infoblox. One is...I don't know for what reason actually, I can not recall...we decided to raise funding. And the plan was, with my associate, he said, hey, you know what, you're going to go to the valley, and you're going to meet with VC. And I never met with VC before, nor have I ever put a business plan together the way a VC in the valley would expect it. So, one of the leaders in the space, Infoblox, just raised 20 million at that point. We send an email through some connection, and we end up with like 20 meetings in one week. I'm like, rule of 3, works. Jump on a plane. And I went there alone, when I think about it, it's pretty, I don't know if it was stupid, but it was interesting. Went there alone with my deck, seven slides. And my first meeting, I think it was Accel, I end up with like five people in the room, like partners. Tell me about your company and so on. I go through the meeting, I explained what I could explain. Was pretty weak on the finance side of the deck, which was the last part of the deck, focusing more on the customers we had, and the dynamic of the business, and the size of the market. But more or less, I did one meeting after the other like this. We didn't raise any funding, to be clear. Somebody told us unless I can call you at 11 first to have lunch together, we're not gonna work together...But we learn a ton through the process. We started discovering how people think here. How do they see the world? How do they manage their businesses? And actually, on the last two or three meetings, people just starting giving us advice, which I highly respect the US for...anybody, like trying to grow a company or be an entrepreneur in general. And people are really nice and friendly to give us advice about what we should do next, and how we should think about our business...And in parallel what we did is we ended up working on a deal with a company called PG&E. So coming from France, I have no bloody clue who PG&E was. It's not that I haven't done my homework, but we had all that inbound and we were just...And so we ended up in final on PG&E against a company called Infoblox. And we didn't win, whereas we had the support from the engineering team. And then Infoblox reach out to us getting really upset just starting to see us in deals, incuding that large PG&E deal. And the BD person, as well as the GM for Europe, Karl, ping'd us and said, I need to meet you. I need to spend time with you. I need to understand who you are. And this is where the initial discussion started. Naber: Wow. Really interesting. Someone to reach out to directly from Infoblox and said, we need to meet you. Were you pretty guarded with those conversations? Did you feel like it was a com-partnership, or did you feel like it was more like them kind of feeling you out as competition? Nicolas Draca: Yes. So we already had another competitor in the space who approached us, and our first feedback was we're not going to talk to. Like, we don't want to talk to you. And Karl, Karl changed our life somehow. We saw him at a show, and he's like, I want to see your product, like, show me, show me, show me. And we're nah, dude, we don't want to, we already had this. It happened two weeks ago. We were again pretty young, and we're like, no way, we're not showing you your product. That's not going to happen. Screw that. And then he pushed again and got the VP of Marketing and the VP of Sales to ping us and they say, hey, you know what we're going to do? Actually we're going to fly to Santa Clara. And you're going to come and present, and we're going to sign an NDA, pay for your travel, and everything. And at that point we're like, okay, again the rule of a couple of meetings, let's go to the valley. And then based on our learnings, meeting with all the VC in the valley, we were really set up for success in the meeting we would have there - understanding how they think, understanding how they approach things, and being able to engage in the right way through all the meetings. So it ended up being a successful week. There was really a good fit between their team and our team. They really love our technology and loved the way we were working. And then we quickly within a few months closed the deal, sold the company, and moved everybody in California, the engineers, and so on. Naber: Wow. That's great. You've been a part of...you were required Infoblox at Ipanto, you had Talentoday that you're an investor in who was acquired by Medix in 2018, you've been a part of multiple IPO businesses. Do you have any advice for people going through that acquisition process, especially as a founder, especially as a Senior leader on the exec team? Nicolas Draca: I think when when you go for that process you need to be...so a couple of things. One, we were pretty clear that based on our skillset, and based on our capacity to raise funding, we could not grow the company more. Okay. It didn't end up being a large company, it was a small startup, but we were aware and self aware that hey, we reached our limit. And so we decided to go on the path to...It's not like a week before Infoblox ping'd us we were like, we're going to sell. Like I think we built and designed the company for six months with a path to sell the company. So that was one. There was no ego involved on this one - that was the second one. And number three goes back to what you want to do as part of that opportunity. Right? You as a leader, do you want to be part of the adventure still? Or, I'm going to sell and stay six months and go. For us, again, we were clear we wanted to sell. We still believe in our product, and we wanted to push it and get that product / solution successful and growing, becoming the leader on IP address management. That's what our dream. And we executed on it. The last piece is of course, culture fit, or the fit with the team that are going to acquire you. Pretty often what you see, you get acquired and then everybody disappears, right? And you're not even sure your product is gonna survive that acquisition. And here for us it was really, really important that, we would get on well with the people that are acquiring us, that we were clear that we would be part of the adventure moving forward, and we could still execute on our vision to lead or yeah, to own IP address management, which was what we were doing. And this is what we did. Naber: Nice. Excellent. It's a really good segue into Infoblox and you building the Demand Marketing function there. So as someone that went through an acquisition, you're founder or co-founder of the company going into that new company, tell us about what you were doing at Infoblox. And can you give it to us from the perspective of someone who just got acquired? Because someone that is thinking of their business with an exit strategy, it might be good for them to also hear it from a lens of, we were acquired and this was what it was like in the aftermath or the afterlife in the new company. Nicolas Draca: Yeah. So first we were acquired. It took us some time to understand that...it was by a smart team. We did not realize - we just moved to the Bay, we had no sense of the dynamic here. It took me like a couple of years actually. I understood they were smart, but those people, it was their 4th IPO. They we're trying to go to their next IPO, they've done three of them. I was like, cool, what is an IPO? Congratulations. But the quality of talent that they assemble and the success they had in the past, I think just facilitated the vision of how we would work together. But again, this we didn't know about, right. I learned it later. But quickly, we agreed...We had a bonus structure based on revenue of our company, revenue of our product, sorry. And what happened, and I think you're going to love that one. So, Ipanto the IP address management product, was a highly successful lead gen product. Why? Because replace your spreadsheet to manage IP addresses was something everybody would understand and would get excited about, versus the other products that Infoblox that had at the end of the day are not that sexy, and actually you're competing with free. So it was kind of a Trojan horse. And the Sales strategy, which I didn't know, was to use our product to enter into accounts, to start a discussion. But the goal is to sell the other products. Naber: You're the land. Nicolas Draca: Yeah, I'm the land play, but on the discussion, not even selling it. And I got pretty quickly upset about it because again, we had with my buddy a vision that we wanted to lead IP address management, and they were using our leads just to do that, which is to land a discussion. And the piece you're gonna like is what I'm going to tell you now, is at some point this was also channel business. Okay. And they were not managing all the leads. And I found a channel partner to take over all the leads. So I went to see the Head of Sales, and I'm like, Hey, your team doesn't seem that excited. I have a bonus tied to it. And we went to execute on the vision, it's all good - and I was like, Director in that company, Director of Demand Gen, I was a nobody - and I'm like, I'm going to move over all the leads to that channel partner, and actually I'm going to Seattle to train them next week. Okay. And at that point, my boss, the VP, Marketing came andsaid hey, we are we going to have a timeout - like, you have to stop. And I'm like, why?...We understand you have a bonus tied to everything. We're going to pay your bonuses, we're good. And we are going to stick back to our strategy. But I think they did appreciate the commitment and the passion around that, saying, hey that's cool. Now can you do what you do to the rest of the business, and not focus only on your world? Naber: Wow, really interesting. I mean you brought an entrepreneurial, founder mindset and you went in hot with an executive that's the Head of Sales. And that is not an easy thing to unlearn that mindset once you're running a startup, once you're a founder of a business, that is not an easy thing to unlearn when you go into a larger environments. I'm sure they really appreciated both the structure and method of the problem solving, as well like you said, the dedication to solving the problem, which is great. Nicolas Draca: Yeah. And it's not being a jerk as part of the process. What I say sometimes to my team...we were at some point, agreeing in our disagreement on the vision, and it's about having a discussion saying, Hey, this is the issue, the way I'm going to solve is okay, I'm gonna move on. And I think being able to have that level of discussion in a constructive way, and agreeing in your disagreement, is always a good thing to decide what to do next. Naber: Nice. Excellent. And I'm sure that'll play a little part of talking about some different pieces of your playbook a little bit here. So we're gonna jump from Infoblox into LinkedIn, Twilio, and HackerRank. Heavy hitting, awesome, really interesting hyper-growth organizations that you've joined at very different stages, and endured for very different stages. And you've just done such amazing things at these businesses. So why don't you talk about the jump into Linked, what you were doing at LinkedIn, maybe for a couple minutes. And then I'll pull up, I want to talk about a couple of what I know are your superpowers, as you're going through both that role...and you can jump into examples before you get to Twilio, before you get to HackerRank. But just jump into how you joined LinkedIn and what you did there. Nicolas Draca: Yeah. So when I joined LinkedIn, I focused initially on the Talent Solution business. It was before the IPO, again, I know you're pretty familiar with that business. And here if the goal was to build a Demand Gen engine to support that Talent Solution business. And if I recall it correctly, I'm not 100% sure about the number, I think our prior year the revenue was like 80 million. And I come, I think their Marketing team was like 30 people all together, reporting into Nick, and my team was like two people. And I look after two weeks, and I put a plan together, super proud of how fast I did my plan. You'll see what happened next. I go and meet with the CMO of LinkedIn, and I'm like, Hey, here it is. Here is my vision, this is how we are going to grow from...I'm going to build an organization to support $500M, from $80M. And he looks at me, and he's like, I like your plan. It's a good plan. It's not ambitious enough. And I say, what? I'm like, 80 to 500. He's like, yeah 10x. Like the rule at LinkedIn was like 10x always. And I'm like, what about 10x? He's like, year, you need to build a plan for to support a $billion because Talent Solutions is going to be our first billion dollar business. And I'm like, you're joking, right? He's like, no, no, I'm not. Can you please come back next week with an update on your plan? And I'm like, of course. So I go back to my cubicle work on my plan. Then he pings me, Hey, can you come to see me in my office the day after. I come to see him the day after in his office, he's like, Hey, I really liked your plan. This was Talent Solutions. It's like I just hired a lead on the Marketing side for Marketing Solutions, and I love for you to help her to build a Demand Gen engine again. And I'm like, what are you talking about? Yesterday you told me to go from 80 to a $billion, now you asked me to to focus on this. I'm like, I cannot do that, I have two people. He's like, nah, figure it out. And this is how is has been since day one. And this is where you learn the scaling muscle, hyper-growth muscle. More or less, I mean you've been through that journey, being on a high speed train and building the tracks at the same time, at scale. Naber: Yeah. Speed. The ultimate function of speed. Nicolas Draca: Speed. I think it's the ultimate function of, okay, speed and demanding excellence, which is a core value. Because whatever you're going to do as an experiment, if it's works, you're going to have to 10x that experiment. And 10x can mean the same thing you build in the US is going to have to work in Europe, in Australia, in Brazil, or it's going to have to scale across the organization, across all business lines. And when you are initially...I remember the first couple of months being exhausted. But not exhausted because I was working, I wasn't working 16 hours a day, not in like number of hours. It's the intensity of the meeting. Like in half an hour, and again you've been through that, you'll have a meeting in half an hour, and you come with a V1 of something, after half an hour you would be at V5. And if if you had to check your phone for two minutes during the meeting, you would be lost. Like if you did not follow the discussion, you're like what are you talking about? That's level to speed, yeah, you went back to it. Speed, demanding excellence, and all the core values of the company. Yeah, it was incredible. Naber: Amazing. Okay. So you're at LinkedIn and you're undoubtedly iterating on and building new pieces of your playbook. One of the things that you've talked about in a few different forums, you've been interviewed on this, you've been on stage talking about this, is your Four pillars of the Science of Marketing - Talent, Insights, Operations, and Lifecycle. What I'd love to do is start picking apart each one of those, because we're at LinkedIn now and I know you've developed quite a bit of muscle fiber putting together a lot of the playbook there, and then ultimately exercising it more and more, and iterating more and more at Twilio and HackerRank. Can you go through, the basics of those four pillars, and give us a little bit of sense for how your frameworks work within each of them. So maybe we can start with talent, and then move from there. Is that okay? Nicolas Draca: Yeah, of course. So talent is about, I mean it's number one. And it doesn't come from me, it comes from LinkedIn as the driving force for success. And it's something I learned at LinkedIn. I appreciated at Twilio, and I appreciate it even more at HackerRank. It's about how you're going to build your team, who you're going to hire, and how are they going to be able to scale, right? Not having any compromise on who you're going to hire. And the process we had, and I think it was across the company, but you can tell me, was when you hire somebody...So first we want to somebody for their current job or their job description, but we're hiring somebody for their capacity to grow, and scale, and be in a job two years from now... But when you are in a high growing startup, you never hire people for what they're going to do the next six months. That's not gonna work. And the number one thing is, people who will go through the interview process will decide who will test on what, but at the end of the day when we will regroup after talking to a candidate, 100% have to be a yes. I know it was the same on your end, I think. 100% have to be yes. Otherwise, we'll pass on the candidate. It doesn't mean the candidate was a bad candidate. The guy could be like super smart, super...it's just, it did not work. But two things that are really important. Number one is people knew that if the said no, there will be consequences, right? Meaning that person would not get hired, right? So you have to work with people who understand that. Number two is if somebody said no, you can go back, if you have one out of seven people saying no, you had the opportunity to get back to that person and say, Hey, you are the only no, just doing one last check that you are 100% no, because we're going to pass on this candidate. And the person has to be, I'm going to say smart to even maybe come back and say, hey actually let me re check my notes. Let me check that, and maybe I was wrong, which not many people are able to say. Or I was right, and I picked my my view...And I was wrong, I'm actually a yes, and let's move forward. So first is no compromise on hiring talent and spend the time between needed to find the right person. The other one is hiring is a full time job. And initially when you build a team, it's not the thing you're going to do at seven at night. You just want to block your calendar to just have that muscle, and spend the time partnering with your recruiter, looking yourself in your network, and so on. But it's a full time job. And then when you've done all that job of hiring, next step is onboarding and after it's nurturing, right? It's how you going to help people understand who they are as a professional, and what are they good at, what are they less good at, and it starts there. And what is the path for them to grow? It can be a year plan, a 2 year plan. Whatever it takes to ensure that you assembled the best team possible, a team that is going to collaborate. I think collaboration is at the heart of it. I think specifically in Marketing, I'm not going to talk about other organizations, but in Marketing you are the center of so many things that if you don't have like collaboration / communication skills, it's going to be a little bit hard to succeed. So that's one. The second one for me is demanding excellence. Demanding excellence across anything you do. And the third one is passion. Passion for your job. I can talk more about it, but I think when people ask me what do you look for in a candidate? I'm like, okay, you look for the skills and so on. I'm going to look for culture fit and passion. And both are going to be equally important. Naber: Yeah. Excellent. When you were going through these interviews...ABP always be pipelining, like you said, just building that muscle all the time. You're the CEO of the hiring process, you own the hiring process. As you're going through, and you're going through the interviews, what was the calibration exercise like after that? What were the nuts and bolts of that method you use to calibrate with the rest of the team after you were done with the interviews? Nicolas Draca: Yes. So they way it was working is, we do this today at HackerRank, we have something called job guidelines. When we agree what are the skill set that are needed for the job. And we defined the skillset and what we expect from them. And the same way I love to had passion for the company, passion for the job, which I have two different, which are different. And then I had culture, values as part of the scorecard. Okay. What we do is everybody has to...so there no like, oh yeah, I didn't have time to update, and I'm just sending you an email and this thing is going to be okay. No, everybody has to [complete] the scorecard. It is super important. At HackerRank, and depending upon your entry level, if it goes Director and above, actually the entire package goes to our CEO, he wants to review it. And it's really, really... Like if you don't have the package ready, he's not going to approve it. Like he's not even going to interview with the person. And if he's not part of the interview process, he's not gonna approve the package. That person would never get an offer and a reference. So it's pretty core. So we have alignment and discussion, a pre-interview process. Not for every interview, but when start a job search. And then what we do, which takes time, but it's worth it, when you interview a couple of candidates is that meeting debriefing session. I do believe that often the first two or three candidates you're going to bring on sight could be for calibration, calibrating the team. What is happening when you are going that path is you have many new hires, and you're going to have to understand their interview style, and what they value, and what they don't don't value. And I think those post interview meetings, meeting with the team of interviewers and just agreeing and - saying, hey, I he was strong of that, and somebody else saying, no, he was like super weak, and ensuring that everybody's on the same page on what we expect, and how we value those skills, is really, really important. So calibration on a couple of first candidates is my take. When you have a more junior team or a new team within the organization. Naber: Yeah, yeah, that makes sense. Your teams at such hyper growth businesses, those teams are always new, always getting used to the process. Also a smaller business, obviously always getting used to the new process. So as you're bringing people on board and you're onboarding them, do you have any couple of tactics you use to make sure you bring them onboard and starting to onboard them most effectively? Nicolas Draca: Yes. So actually took me time to find the right onboarding process. Of course you want to put that document together. That's what you then have to do. And I think that recently, I finally, found a good way to do it. And what is happening now is on my team when you start, you know on day one, it's already on your calendar actually when you start, there is day 30 - you have to present to the entire Marketing team. Naber: Very, very cool. Nicolas Draca: And what do you have to present? So we provide them a template. I'm a big template guy. And the template is... What is your job - you're familiar with that - in less than 15 words? What did you understand is your job? Less than 15 words. To execute your job, I have something called Relationship 15 - who are the 15 people for you to be successful? We can go deep on that. And list those people. You have five people which are for you to be successful, five for your team, and five for you to grow in your career. Then a stop, start, continue. And people are surprised by it. They're like, I just started. I'm like yeah, but I hired you based on your expertise. If you're super junior in your job, I'm sure you have a point of view on what we should Stop doing, Start doing, Continue doing. Naber: And fresh eyes. Fresh eyes. Nicolas Draca: Yes. And give your point of view. And it's just to empower people to say, tell me what you think. Like actually, I'd love to know what you think. And the last one is, what are you gonna achieve at the 60, and what do you plan to achieve at day 90? So this is a forcing function for many, many things to happen before the presentation. Because by doing that, by presenting this to the rest of the..So they presented the entire Marketing organization, to my entire team. And the goal is not like to boo them, and say this and that. That's no what it is about. It is about the person to be accountable for what they are going to do. Number two is to understand why they were hired for, and just set a high bar. Like not day one, but it's kind of like you're going to have to do that. And people realize that that presentation better be good. It just sets the bar for how they're going have to deliver and ship moving forward. And three is, for people in the team to understand who they are, and what they're going to do, what the new hire is going to do. So it solves a lot of things, and have those meetings & milestone day 30...Wherever I go next, I'll repeat that because I'm happy with it myself. Naber: It's in the infamous Nicolas Draca playbook. So there's so much to pick apart there. Two things I want to you to expand on just a little bit. One is, you talk about, what is your job? I think it's from Fred Kaufman's Conscious Business - 15 words to define it...That you talk about, and when looking at some of your content you've referenced that in the past. You talk also about how that as an exercise can be a good calibration and way of helping manage up within your job? Can you explain that a little bit? Nicolas Draca: Yeah. So what is happening, and it happened to me at the Twilio. I worked with somebody called Francois that I know really, really well. And it took us four months to be on the same page on what my job was. And you might find it silly, it's not silly. It's just that, you come as a new hire and you have a vision for what you want to do. And when it grows that fast, and it grows at that speed, you're going to have to be pretty, pretty clear about what you're going to do. And I think you have to be more clear about what you're not going to do. It's as important. And I think the key to it is being on the same page as your boss on what is your job? And we spend four months with Francois discussing it, where even on my one-on-one, I would bring it on a biweekly basis saying, hey, this is what I'm going to focus on. And I will get that feedback saying yes, but maybe. And I'm like, wow, we really have to get to the end of it. And the why of the discussion is pretty simple. One is, let's assume you do that. You decide by yourself and what your job is without agreement with your manager, meaning without sign-off and really being on the same page. After 12 months, you're going to do a 12 months review, and you're going to claim victory! You're going to think you're going to claim victory. You're gonna say, Hey, this is what I did. It is amazing. And the person is going to look at you and say, this is not what I expected from you. And you're like, what? I've been working my ass off building that team, shipping A, shipping B, shipping C, delivering here, moving that KPI. And if you replay it in your head, I'm sure it happens to many people in the past, where the person is looking at you saying, yeah, Nah, that's okay, congrats. And so you want to avoid that type of gap or misunderstanding on what you need to solve for. It's not only about your personal review, and progression in career, and everything, it's just about being sure that you tackle and address things that you were supposed to, in alignment with your boss. Because he or she may have other things to solve for, and they have a bigger vision, they have information you don't have, that needs to be to be solved when thinking about the overall strategy - which you could miss a piece. I had another boss at LinkedIn, it was the same like Nick, where I'm kind of intense, and I move fast, and I love to do things, an so on. And I close on the topic in a meeting, and two weeks later he would come back and say, what about that? And in my head I'm like, I don't understand. We already talked about that. I thought we we closed on it. And then you need to - listening is a big, big thing - pause, listen, and say, okay, it looks like I missed it. And the goal for you is not to push it and just repeat what you need two weeks ago, it's more to clarify and say, okay, what is the gap? What is the issue? And what do you expect from me? And you will see that, and I've seen it multiple times...Where people, and I do it the same with my team...If I have something bugging me, I'm like how can you solve that? And they're yeah, of course. And then they don't do it. And two weeks after I'm going to come back to it because I had it top of mind for me. I'm like, what is the progress on that? And they look at me like, what are you talking about? And so I think driving that alignment, managing up...It's more about aligning than managing-up I think, and setting up expectation, is key to success in a collaborative relationship. Naber: Nice. Excellent. And one more quick side note on that. You had mentioned, so thinking about managing stakeholders, and we'll get to that in a second here. But managing close stakeholders in your close sphere - managing up, managing sideways, and managing down. You talk about this also it has an application to managing sideways and managing your stakeholders, correct? Can you explain that a little bit? Nicolas Draca: Yeah, yeah. thanks for that, I forgot to mention it. Yeah, good catch. Yeah...So by being clear on what is your job... So first you're clear with yourself, which is a good starting point and this is where you want to start. You have managing up, and then again when you're in a company growing that fast, everybody has priorities, everybody has work to do. And you want, and I ask my teams do that when engaging on projects, when asking for bandwidth, and time from somebody else on your team or not on your team, you want to explain every time the why. Okay, you want to spend time and say, hey, actually I'd love for you to spend time with me, or allocate x hours of your time to my initiative. And let me explain the why and impact it's going to have. It's kind of a Sales pitch internal, it is a sales pitch. And to ensure that that person is going to focus more time with you that they would on another project. And I think explaining clearly the why, and what is your job is part of it, people will appreciate it. And if they disagree, or if they don't understand, just pause, put yourself in their shoes, try to understand what they have to solve for, what are the issues they have and why they're not getting it, and spend the right amount of time on that. When you build a a big Initiative, large initiative, you want to ensure that people are inspired by the project you're trying to lead and push. And I think this will help one, you get successful, two, people understand why they should spend time on it, and three, deliver and ship at scale. Naber: Excellent. Thank you for that. Really good tips and insight. And then the last one I want to talk about within Second last thing I wanna talk about within talent. You mentioned the Relationship 15. Can you explain a little bit more about that? You kind of grazed over it, but I do think it's important. So the five, five, five, can you explain a little bit more about that? Nicolas Draca: Yeah. So, what we do here is we try to get a sense and invite people, I invite people on my team or I do this across the company, also sometimes I did it here at HackerRank...Is can you please list...And I invite everybody to do that. It's always an interesting exercise...who are the five people for you to be successful personally, that work in our company. Then who are the five people for your team - and the team can be the team you belong to within Marketing... - to be successful? And who are the five people to help you grow in your career. Okay. And all of these people are mutually exclusive. So they are like 15 different people, right? And afterwards you do a 2x2, everybody loves a 2x2. One is connective tissue - low versus high. And the other one is core versus strategic. And you put the 15 names in that 2x2. It's up to you to decide on low versus high and connective tissue. Connective tissue doesn't mean that you need to talk to them on a daily basis. Okay, let me be clear. But it means that if you contact them, or you send them an email, they would reply to that email and make time available for you. So when you do that, people came to come to a realization most of the time that they have gaps. The first they are sometimes unclear about who should be those people. They realize that they have gaps. They realize that, hey, actually those 10 people within the company, they don't know what my job is, and these are the people you should interact with and explain because they are key to your success. They'd better know what you're solving for. And then as people put together a plan to say specifically, there is a gap on the not in your company for you to grow. And they put together a plan saying, Hey, I need to force myself to go to user groups, to conferences, and make friends, or get to start knowing people and learn from them to be able to grow. Again, it goes back from the assumption...Meaning in my day to day life, when when I work on a project, if it's a big initiative, one of the first thing I will do is I will ping between five and 10 of my friends saying, Hey, I'm thinking about that. That's how I would like to do it. What's your thought? What's your 2 cents? And I can tell you like within a day I get everybody's feedback. I listen to feedback. That's really important. That's another part is just not asking for feedback for the sake of it and process it, package it, and get your idea from V1 to V5 or V10, and learn from it. Naber: Nice. Excellent. That's great. Okay. let's stop into, so we talked about talent, talk about hiring, onboarding, talked a little bit about about developing a dart, developing that talent as well. Understanding them as people where they want to go. from a, from a development perspective, let's hop into insights. you've talked about, moving from data to intelligence and you also have talked about smart data versus, not just big data. Explain the insights pillar to your, of your science, of Marketing pillars. Nicolas Draca: Yeah. So on the Marketing side today we are, we are lucky because we have more and more data. We have data for everything. There is no lag of a, of metrics. on, on one end we're lucky on the other end it's overwhelming. and why? Because there's too much data and now you can spend your days and just looking at spreadsheets to everybody and a, as far as they know, you don't need a business by just looking at spreadsheet. All right? 12 hours a day. So here are the eight year is first based on your priorities and everything. I come from the science of Marketing. it's to be able to, and dishpan how are you going to measure success early on? and maybe the first time you do it, you don't have the right number. But I invite everybody to try it. Nicolas Draca: And they're, I'm pick a number. and maybe their first quarter is to test your capacity to deliver up to that number, but what you wanted a success as to being controlled and then descend the dynamic of how you're going to get there. And w w when you are able to do that, the first time, then you'd be able, you're going to be able to build on it and become, become better. But I believe for that, for whatever you do in general, there is a measure of success that you can apply. and you should apply that measure of success, learn from it. My framework all the time is I have a high KPI and then I have free metrics reporting that KPI. I know I'm saying conceptual than meaning is there so many, as I mentioned, you could apply and when you have these under control and when this is working and you are able to predict, okay. Plus minus 10% what you're doing, it's to move to the next level. And being able to leverage meaning machine learning, data science, depending on the, on the team you have, if you have good Ascentis working for you to be a model is a big drewhich is to predict capacity of people to buy or to predict something unless at the time predict capacity of a customer too to buy your product. Naber: Yeah. Excellent. And when someone has very little data or limited data, what's the mindset that they should have as they're getting started doing that? Nicolas Draca: Yeah, so I think they are. so I don't, so first most of the time of people I have the data,and why? Because you have historical data and so the feedback everybody's gonna share is oh yeah, but they stopped. I'm yeah, okay. But it's still really, that's it. And so every time I build something, I'm going to go like hardcore Demand gen here. You're okay, well many SQL Sales qualified qualifying today, deliver next quarter. And I invite people, I'm like back and they're it's sex. I'm yeah, I got that part. Look back, it doesn't matter. And try to make a guess about how many and then try to define a target for yourself and you show you the next quarter and how many you want to deliver and you will, you will learn. So that's one. because looking at historical data, you always add something to learn. Nicolas Draca: There is no perfect data and nobody, no marketer will tell you like you have the best data in the world. So, you just have to put your ego aside and just process of past data to try to understand what's going on. Or you can look at benchmark. of course, they are, there is no lack of website with benchmark data. I think as a core, you should look at historical data. And my guiding principle here is you just want to become better quarter of a quarter, right? If your number was 50, the way you want it to become 60, like something higher and let's these 10%, that's how I look at it. And you need to take into consideration the cycle that it wouldn't take you like three to six months, which is okay to understand it and to be able to grow it. Success all the time is being in control. Agasomething I learned in many companies is you can miss something like the word assist mess and not being in control and not understanding the why. If you're in control, it's a great starting point for you to become better at what you do. Naber: Nice. I love that. That's great quote. You can put that on a, put that on a license plate, put that on a, on a tattoo, something like that. So two more pieces I want to talk about with an insights. one is, I mean, I don't know if people know this about you. You have six U s patents. I mean that's, that's ridiculous. So one of those patents that comes from the use of data insights and moving back against an account based Marketing model, yeah, you've gone from a data to intelligence and applied that to how can I impact revenue as much as possible. Can you talk a little bit about, your account based Marketing thought process structure, the mindset? yeah, but let's start there. Nicolas Draca: Yes. So on the ABM you want me to talk about the patents, like what we did, how did we get there? Okay. so what we do, I go back to the talent buckets that we ensure that we spend 20% of our time experimenting, always. and why is because we live in a world where things are changing fast. and whatever you did and whatever failed six months ago doesn't mean it's going to fail today. So we, we build a culture, all empowerment where you can succeed or fail. And actually if you fail, it's okay. As long as you know why? that's why we go back to, yeah. You need to know why you need to be in control. And so by doing that, there are some experiments that are going to fail and and died and some other that are going to be highly successful. Nicolas Draca: And here we were working with a teon the Sales op side, data science side and business insights. Okay. We'd love to predict propensity of an account to buy. And what we did initially, we started on a a on a Friday putting on a whiteboard. Like how would we score an account? And and today everybody in Sales and Marketing you the framework, your called decision, a demon waterfall. And that demon wonderful framework as a little bit of an issue is there's not yet you move from it lead a contact I mentioned to an account I mentioned. So more or less he does not really connect because in a perfect 12 you want to do a funnel, which is a full account funnel from Marketing qualified accounts. That's where the new concept of the time up to your SQL and close one business. So looking at this, we're okay, we need to identify, defined something called working quantified accounts. Nicolas Draca: I think we called it ais. I count into our score. Initially the idea was to say, okay, let's look at all the contacts associated to the account, their level of engagement, and do kind of a weighted nps average on how, the account score should be. I'm geeking out a little bit, but as you can see, it started more with a brainstorming with somebody on my team called fat and saying, Hey, how should we think about that? And then explaining the why as a vision, partnering with Sales operation, partnering with a data fence theme and some of the tewe assembled this team saying, okay, this looks pretty cool. let's put some science behind it. what we did is what started an experiment, ended up being a success because it was one of the dimensioned core to how we will plan into account or location or account follow up. Nicolas Draca: moving forward, at LinkedIn and with all the support of the company. We went through the patent process and after I think, I'm sure, you also when on the product side, where people looked at it and maybe integrated it in their algorithm. I'm not sure about that. I don't know what they did with it, but, that it was a great story. There's a, an experiment on a Friday afternoon discussion culture of hey, let's push it to the next level, see if it works. Partnering with people who could operation and being able to put it together. Naber: Yeah, the common, yeah, that's what I was thinking. The combination of collaboration, cross stakeholder management, cross stakeholder partnerships and projects that you had to work on in order to get that done. Plus it's the vision that you had in order to get that done. It was, it was really impressive. so, one more, one more thing I want to talk about around data. Let's pull it up a level and we're going to talk about stakeholder relationships for
Merriam-Webster gives the following synonyms for the word perennial: abiding, enduring, perpetual, undying Those terms can give gardeners unrealistic expectations for their perennials. They're not eternal. They will eventually part ways with your garden. But, for as long as they can, your perennials will make a go of it. Returning to the garden after their season of die back and rest. Ready to grow. Ready for you to see them, and love them, all over again. Brevities #OTD It's the birthday of botanist who was a petite, fearless, and indefatigable person: Agnes Chase, bornon this day in 1869. Chase was anagrostologist—a studier of grass. A self-taught botanist, her first position was as an illustrator at the USDA’s Bureau of Plant Industry in Washington, D.C. In this position, Chase worked as an assistant to the botanist Albert Spear Hitchcock. When Hitchcock applied for funding to go on expeditions, authorities approved the assignment for Hitchcock, but would not support Chase - saying the job should belong to "real research men." Undeterred, Chase raised her own funding to go on the expeditions. She cleverly partnered with missionaries in Latin America to arrange for accommodations with host families. She shrewdly observed, “The missionaries travel everywhere, and like botanists do it on as little money as possible. They gave me information that saved me much time and trouble.” During a climb of one of the highest Mountains in Brazil, Chase returned to camp with a "skirt filled with plant specimens." One of her major works, the "First Book of Grasses," was translated into Spanish and Portuguese. It taught generations of Latin American botanists who recognized Chase's contributions long before their American counterparts. When Hitchcock retired, Chase was his backfill. When Chase reached retirement age, she ignored the rite of passage altogether and refused to be put out to pasture. She kept going to work - six days a week - overseeing the largest collection of grasses in the world in her office under the red towers at her beloved Smithsonian Institution. When Chase was 89, she became the eighth person to become an honorary fellow of the Smithsonian. A reporter covering the event said, Dr. Chase looked impatient, as if she were muttering to her self, "This may be well and good, but it isn't getting any grass classified, sonny." #OTD On this day in 1924 it was Cornelia Vanderbilt's wedding day. When the Vanderbilt heiress married British nobility, the diplomat John Cecil, the wedding flowers had been ordered from a florist in New York. However, the train to Asheville, North Carolina had been delayed and would not arrive in time. Biltmore's Floral Displays Manager Lizzie Borchers said that, "Biltmore’s gardeners came to the rescue, clipping forsythia, tulips, dogwood, quince, and other flowers and wiring them together. They were quite large compositions, twiggy, open, and very beautiful.” If you look up this lavish, classic roaring 20's wedding on social media, the pictures show that the bouquets held by the wedding party were indeed very large - they look to be about two feet in diameter! I'll share the images in our Facebook Group The Daily Gardener Community. In 2001, the Biltmore commemorated the 75th anniversary of the wedding with a month long celebration among 2,500 blooming roses during the month of June. #OTD On this day in 1980 Alfred Hitchcock died. On social media, you can see images of a very young Alfred Hitchcock in Italy, on the set of what many believed to be his first feature-length silent film, The Pleasure Garden (1925). He filmed an extravagant “Garden Party" scene in his 1950 film Stage Frightstaring Jane Wyman and Alastair Sim. Then in 1989, the first three reels of Alfred Hitchcock's 1923 silent film "The White Shadow" was discovered in Jack Murtagh's garden shed in Hastings, New Zealand. The film was long thought to be lost. It was Alfred Hitchcock who said, "Places' are the real stars of my films: the Psycho house, the house in Rebecca, the Covent Garden market in Frenzy" #OTD On this day in 2017 The New YorkTimes tweeted that the Brooklyn Botanic Garden cherry blossom festival was set for today and tomorrow, regardless of when nature [decided] to push play. #OTD On this day in 2017, Ron MacBain owner of The Plantsman floral shop in Tucson died - just a few days short of his 90th birthday. MacBain was a floral force majeure. One article I read about MacBain began simply, "Ron McBain did the flowers. It's a refrain heard more and more frequently in Tucson. Whether the event is an elegant party or a posh charity ball; whether the bouquet cost $25 and was sent to grandma on Mother's Day or cost $100..." After selling his shop of 25 years in 1999, MacBain turned his to Winterhaven - a home he shared with his longtime partner Gustavo Carrasco, who died in 2011. The garden at Winterhaven was a destination spot for photographers, painters and garden lovers. In a charming twist, when he could no longer garden, MacBain picked up painting. He said, “I [imagine] I’m in the flower shop... and arrange on canvas the way I would in a vase... The joy [I get] fills me so much, I wouldn’t want to do anything else.” Finally, tonight at 7pm CT the world is reborn on PBS with their presentation of “Nature: American Spring LIVE," the Emmy- and Peabody-award winning series and it will air three nights starting tonight (April 29) through May 1. Spring is one of nature’s greatest performances – a time of rebirth, renewed energy and dramatic transformations. I'm so looking forward to this. In the three-night event, you can join scientists as they make real-time observations in the field from iconic locations from across America - in ecosystems ranging from the Rockies to the Everglades, from inner-city parks to remote wilderness preserves. The series will include a mix of live and pre-taped footage highlighting some of the most pivotal events in nature’s calendar. Nature executive producer Fred Kaufman says, “Nature throws a party every year, and it’s called spring. It is the most active time in the natural world for plants and animals, from birth and rebirth to migrations to pollination... In addition to witnessing incredible wonders, the goal... is to inspire people to go outside and get involved with science. Everyone can play a part in our natural world.” #AmericanSpringLivePBS Unearthed Words Here's a beloved poem about Botany Bay from Australian Mary Gilmore (1865 – 1962). #OTD On this day in 1770, Captain James Cook sailed into a large harbor on the coast of what would become known as Sydney, Australia; he named it Botany Bay. In Mary's poem, you'll hear the words ‘knotted hands’ – meaning the imprisoned hands of convicts who were made to work for Australia. Old Botany Bay “I’m old Botany Bay; stiff in the joints, little to say. I am he who paved the way, that you might walk at your ease to-day; I was the conscript sent to hell to make in the desert the living well; I bore the heat, I blazed the track- furrowed and bloody upon my back. I split the rock; I felled the tree: The nation was- Because of me! Old Botany Bay Taking the sun from day to day… shame on the mouth that would deny the knotted hands that set us high! And, here's another poem from Gilmore about the founders of Australia: Even the old, long roads will remember and say, “Hither came they!” And the rain shall run in the ruts like tears; And the sun shine on them all the years, Saying, “These are the roads they trod” — They who are away with God. Last year, the Australian government announced they were budgeting $50 million to redevelop Cook’s 1770 landing place. The plans include turning the area into a major tourist attraction and include the addition of a $3 million statue of Cook himself. Australia Treasurer Scott Morrison said it would be "a place of commemoration, recognition and understanding of two cultures and the incredible Captain Cook". The redevelopment is slated to be built by 2020, in time to mark the 250th anniversary of the landing. Today's book recommendation Here's a lovely conversational style gardener's dictionary - Garden-pedia: An A-to-Z Guide to Gardening Terms by Pamela Bennett and Maria Zampini. With more than 200 garden and landscape terms, Garden-pedia is meant to teach, to provide perspectives on terms, and to answer commonly-asked questions. The idea for the book started with Maria Zampini needing to explain basic terms and practices to new hires in the nursery industry and was expanded by Master Gardener Pam Bennett’s experiences with teaching home gardeners. Today's Garden Chore I'll never forget talking to Peggy Anne Montgomery (The Still Growing Podcast Episode 553). One of her personal garden sayings that she shared with me later is, "Nothing green or brown leaves the property". I've since adopted the same mantra - using all green or brown matter for compost. You don't need to export your nutrient rich leaves and brush to the curb for pickup. Start simply with a chop and drop approach to winter cleanup. Something Sweet Reviving the little botanic spark in your heart While I was researching Agnes Chase, I came across this little article in The St. Louis Star and Times. Chase gave one of her books on grass a biblical title, The Meek That Inherit the Earth. The article pointed out that, "Mrs. Chase began her study of grass by reading about it in the Bible. In the very first chapter of Genesis, ...the first living thing the Creator made was grass. ...In order to understand grass one needs an outlook as broad as all creation, for grass is fundamental to life, from Abraham, the herdsman, to the Western cattleman; from drought in Egypt to the dust bowl of Colorado; from corn, a grass given to Hiawatha because in time of famine he prayed not for renown but for the good of his people, to the tall corn of Iowa. And to [Chase], as she said, "Grass is what holds the, earth together. Grass made it possible for the human race to abandon his cave life and follow herds. Civilization was based on grass, everywhere in the world." This significance, says this rare scientist... still holds." Thanks for listening to the daily gardener, and remember: "For a happy, healthy life, garden every day."
This episode is about where you spend the majority of your life - your work: why you do it, how you do it, changing where you do it and how companies should measure it. On this podcast I talk with Fred Kaufman. Fred is the former vice president of executive development at Linkedin and current leadership advisor at Google. He is also the author of seven books including conscious business, authentic communication, and for our discussion, his findings in his latest book, the Meaning Revolution. Fred addresses both sides of the issues facing employees and employers and describes how to create not only a productive work environment but a meaningful one. 70% of American workers say they’re stuck in a job in which they are completely disengaged and 30 percent of that group actively hate their jobs. Fred says there is a better way... "Autonomy I put fairly low in the hierarchy. For me, the most important one is to have a purpose that you're really behind, that makes you proud, that you feel is a noble thing to pursue." Talking with Fred felt like a meeting with a spiritual advisor that I climbed a mountaintop to see. But make no mistake, this is a business discussion but it “felt” different. What he said resonated with me. Fred gave me perspective expanding ideas and challenged my cynicism. I think you'll find that it will change how you look at work and your long-term career goals. On this show we discuss... How to really use LinkedIn Building identity capital The motivation problem in the workplace Why employees are disengaged Incentives and unintended consequences The economic value of workplace happiness How to size up a company's a true culture - very helpful if you're in the job market as we usually we get blinded by the financials or benefits What it means to work for a mission And more... If you're interested in creating a more meaningful work experience, listen up.
In our latest episode, NATURE executive producer Fred Kaufman speaks with BBC cameraman and presenter Gordon Buchanan. Gordon hosts the upcoming NATURE mini-series “Animals with Cameras”, which premieres on PBS three consecutive Wednesdays, starting on January 31st. If the name doesn’t give it away, “Animals with Cameras” employs state-of-the-art cameras worn by animals themselves. These animal cinematographers have an important mission: to help expand human understanding of their habitats and solve mysteries that have, until now, eluded scientists. Watch the series trailers: http://www.pbs.org/wnet/nature/animals-cameras-nature-mini-series/15860/
In 2007, writer and falconer Helen Macdonald lost her father tragically to a heart attack. The two were close, and in order to find a way through her grief, she retreated to a childhood passion for falconry. Helen adopted goshawk, a notoriously difficult bird to tame, and over the course of many months, trained her to become an obedient hunter. She wrote about the experience in her best-selling 2014 book H is for Hawk. Now, ten years later, Helen’s experience training a new goshawk is the subject of the NATURE episode H is for Hawk: A New Chapter, which premieres Nov 1 at 8pm ET on PBS. Fred Kaufman, NATURE’s executive producer, interviewed Helen about the film at the Television Critics Association press tour in Los Angeles early this summer. Learn more about "H Is for Hawk: A New Chapter" on the NATURE website: http://www.pbs.org/wnet/nature/h-is-for-hawk-about/15500/
Fred Kaufman, Executive Producer of “Nature” takes us behind the scenes for an in depth look at this public television mainstay, now entering its 34th season. The post Nature with Fred Kaufman appeared first on THIRTEEN - New York Public Media.
Fred Kaufman discusses what's wrong with the food industry, GMO's and what we can do to fix it all
Jon Patch chats with Fred Kaufman, Executive Producer of NATURE, who explains how a new documentary Penguins: Spy in the Huddle was created using cameras disguised as penguins, eggs and rocks. The filmmakers behind Penguins: Spy in the Huddle used 50 cameras dressed up as life-sized penguins, eggs and rocks to document the daily lives of three very different species of penguins: Emperor penguins in Antarctica, Rockhopper penguins on the Falkland Islands and Humboldt penguins in Peru’s Atacama Desert. Questions or Comments? Send them to: jon@petliferadio.com More details on this episode MP3 Podcast - Spy in the Huddle with Jon Patch
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