Podcasts about gitprime

In this episode, Matt Dale- VP of Support at Illuminate Education, Inc. and Jaala Seifipour- Head Of Support at 'nuffsaid, provide advice and best practices to support departments acquiring a new team (acquirers) and those being acquired (acquirees). During his time at Illuminate Education, Matt Dale managed the acquisition of 7 support departments. Jaala experienced being acquired as a support leader during her time at GitPrime. Happy listening!

Chris Hicken is the Co-Founder and CEO at 'nuffsaid. ‘nuffsaid is a company that builds software that centralizes work apps and prioritizes the messages and tasks that help people focus on the job that matters and be proactive. He sees it as a modern solution to information and communication overload at work as the number of apps and productivity tools onboarded increases. With the help of dozens of Customer Success thought leaders, Chris has extensively researched the low-touch engagement model for product-led and sales-led companies. In this episode, Chris will share the interesting outcomes of that research.  Show Notes [01:15] About Chris and what got him interested in the topic [04:08] About customer support and customer success and the human-led and digital-led models [06:03] The research he has done on the low touch model and its impact [07:37] On deciding on the best approach in implementing the low touch model [10:12] Why companies have to move towards the low or tech touch model for him [13:06] On not considering a free trial or proof of concept product-led growth [14:44] The three levels of maturity he has seen in companies in moving towards low touch [21:56] On getting on top of resolving product issues at the second maturity level [25:05] Where he thinks the proactive component fit in at level two  [29:15] On getting into the third level  [32:21] His thoughts about the effectivity of proactivity in level two and three [34:41] His approach in building his low touch CSM team for success [38:52] His view on the strategic role of support in low touch model in product-led companies [42:56] Final words from Chris  [4437:307] Where to get in touch with Chris About Chris Hicken Chris Hicken describes himself as an artist. He has worked as a business leader at various companies for 17 years and is currently a board member at The/Studio and an advisor at Peer Collective, TestRigor AI, and Acceleprise. Previously, Chris was an advisor at GitPrime and Study.com, a partner at Inspiration Ventures, the former President and COO of UserTesting, and a General Manager and Head of Marketing at Headsets.com. He graduated from California Polytechnic State University-San Luis Obispo in 2003 with a degree in BS Computer Science   Links Mentioned User Testing  Salesforce  Salesforce Lightning RD Station Survey Monkey  Amazon  Low-Touch Engagement Model article   Profile ‘nuffsaid ‘nuffsaid Blog LinkedIn  Twitter The 'nuffsaid podcast

This is the Engineering Culture Podcast, from the people behind InfoQ.com and the QCon conferences. In this podcast, Shane Hastie, Lead Editor for Culture & Methods, spoke to Travis Kimmel of Gitprime about the challenges of being an engineering manager, the value of metrics and how to use them wisely Why listen to this podcast: • There is lots of information about the “stuff” of engineering, but very little on the human processes of engineering • Without a data layer that gives insight into the process the manager needs to interrupt the flow of work to understand what’s happening • The difficulty in running an engineering team is ensuring that the impulse to build is aligned with the overall business goals • The state of nature for engineering is a group of people building interesting things that make sense from a business value perspective – if any of these point stops being true then dysfunction creeps in • The data generated by a team should be consumed by the manager of that team and they use it to tell the story of how the team is doing to others More on this: Quick scan our curated show notes on InfoQ https://bit.ly/2JNqpil You can also subscribe to the InfoQ newsletter to receive weekly updates on the hottest topics from professional software development. bit.ly/24x3IVq Subscribe: www.youtube.com/infoq Like InfoQ on Facebook: bit.ly/2jmlyG8 Follow on Twitter: twitter.com/InfoQ Follow on LinkedIn: www.linkedin.com/company/infoq Check the landing page on InfoQ: https://bit.ly/2JNqpil

There is an inherent difference between leaders and managers that is often overlooked. While most think that leaders are “born,” Katie Womersley, VP of Engineering at Buffer, disagrees. Leaders and managers both require skills that can be taught, and developing those employees from within the company can be the most timely and economically efficient way to do so. We also discuss the perception of status, authority, and vulnerability with the workplace. Show Notes What is Buffer? Leaders vs. Managers Setting expectations for leadership growth Questions that threaten authority status Perception management and vulnerability Levels of career framework Katie’s journey into management Transitioning others into management and bumps along the way The “dark side” of management...is it real? Developing leaders from within the organization Katie’s favorite resources on leadership & management Links: https://marcusblankenship.com/  Sponsor: www.GitPrime.com  https://buffer.com/ https://www.linkedin.com/in/kathleenwomersley/

Performance improvement plans (PIP) are difficult not just for the employee receiving the plan but also for the boss and others in upper management deciding to implement one. It’s easy for the employee to be upset or angry when put on a PIP but if used correctly, they can be a valuable tool for improving performance and building trust. In this episode of Programming Leadership, Marcus talks through a tough human resources topic and provides perspectives from both the employee and management as well as pointers on how to effectively use PIPs. Show Notes Performance Improvement Plans (PIP) should be used when you want an employee to improve; don’t use them if you plan to fire the employee regardless of performance. Understand the real goal when implementing a PIP. Include upper management when putting someone on a PIP and make sure that everyone is on the same page in terms of desired outcomes from the plan.   Make sure that the employee understands that he/she has to make the decision to improve or leave their position.  Give the employee feedback regularly when using a PIP. Links: Sponsor:  GitPrime.com Email your questions to: marcus@marcusblankenship.com

If you’ve ever wondered about what it could look like to go from being an engineer to the senior executive level of your company, you won’t want to miss this episode. This week on the Programming Leadership podcast, Marcus interviews Eric Muntz, the Senior Vice President of Engineering at MailChimp. They discuss Eric’s career shifts as well as the challenges and lessons he’s learned along the way. Show Notes One of the first lessons Eric learned in management was how to listen well. It’s about waiting to jump in before you speak and being intentional about when you do. When Eric began moving up in leadership, he asked himself, “What types of things do I need to do to go in and actually be perceived that way from people who don't know me at all?” One step he made was going through the employees’ training and asking them how he could help them do their jobs better. If you’re looking for a promotion, know that managers are looking for who is helping and who understands the big picture. Address burnout. Talk about it. Especially with those who are prone to care ‘too much.’ Eric shares that MailChimp’s company motto is, "Listen hard, change fast,” which gives you permission to be wrong — and fosters growth among all involved. Links: Book reference: Radical Candor Thanks to this episode’s sponsor, GitPrime! Book a group workshop with Marcus! Email your questions to marcus@marcusblankenship.com

Positive Phil has interviewed some of the most accomplished people on the planet and they all live life with ambition and passion.. Here’s what they all have in common.‘’The program consists of interviews with positive people and thought leaders, as well as others in the social, business and entertainment community.Travis Kimmel is the CEO, co-founder and product visionary behind GitPrime. He is a Y Combinator alumni, experienced in building high-performing teams, and empowering people to do their best work of their careers. Our Mission Is To Spread Positive Values and Inspiring Stories of Entrepreneurship.If you look at any modern organization, you’ll find that Marketing, Sales, Operations, and Finance have all been transformed in recent years by software that allows teams to move faster and measure the effectiveness of their activity. For all of the improvements that developers have brought other industries—in the form of efficiency, visibility, and metrics—very has been done to offer that same level of visibility into software engineering.GitPrime realized that the software industry can benefit these same kinds of data-powered insights. Software engineering is overdue for a new level of understanding through visibility and meaningful metrics.GitPrime is transforming software development by bring unprecedented transparency and meaningful metrics to the software teams around the globe. Itunes Link: apple.co/2cBxzXsSubscribe: www.blubrry.com/positivephil/Stitcher Radio: bit.ly/2c9czHFCheck Out Our Guests….www.positivephilshow.com

Positive Phil has interviewed some of the most accomplished people on the planet and they all live life with ambition and passion.. Here’s what they all have in common.‘’The program consists of interviews with positive people and thought leaders, as well as others in the social, business and entertainment community.Travis Kimmel is the CEO, co-founder and product visionary behind GitPrime. He is a Y Combinator alumni, experienced in building high-performing teams, and empowering people to do their best work of their careers. Our Mission Is To Spread Positive Values and Inspiring Stories of Entrepreneurship.If you look at any modern organization, you’ll find that Marketing, Sales, Operations, and Finance have all been transformed in recent years by software that allows teams to move faster and measure the effectiveness of their activity. For all of the improvements that developers have brought other industries—in the form of efficiency, visibility, and metrics—very has been done to offer that same level of visibility into software engineering.GitPrime realized that the software industry can benefit these same kinds of data-powered insights. Software engineering is overdue for a new level of understanding through visibility and meaningful metrics.GitPrime is transforming software development by bring unprecedented transparency and meaningful metrics to the software teams around the globe. Itunes Link: apple.co/2cBxzXsSubscribe: www.blubrry.com/positivephil/Stitcher Radio: bit.ly/2c9czHFCheck Out Our Guests….www.positivephilshow.com

This week on The GoodPractice Podcast, we're talking fundamentals: how do people learn? Nick Shackleton-Jones joins Ross G and Owen to discuss his new book, How People Learn, in which he argues that people don't learn anything if they don't care. Or, to put it in Nick's term, if they don't have an 'affective response'. What does this mean and how should Nick's insights change our approach to designing courses, resources and experiences? Also: we argue about e-learning for ten minutes. If you'd like to share your thoughts on the show, you can find us on Twitter @RossGarnerGP, @OwenFerguson and @ShackletonJones. To find out more about GoodPractice, visit goodpractice.com or tweet us @GoodPractice or @GoodPracticeAus. Nick's book, How People Learn, is available from Amazon at: https://www.amazon.co.uk/How-People-Learn-Designing-Performance/dp/0749484705 Or from the Kogan Page website: https://www.koganpage.com/product/how-people-learn-9780749484705 This episode was reference-heavy, but in most part the references can be found in Nick's book. The TED Radio Hour episode Ross recommended was 'Jumpstarting Creativity', online at: https://www.npr.org/programs/ted-radio-hour/719553183/jumpstarting-creativity The source for the London tube study was: http://cep.lse.ac.uk/pubs/download/cp455.pdf  The product Owen discussed was GitPrime: https://www.gitprime.com/   

Today we are talking to Travis Kimmel, the Founder and CEO of GitPrime. And we discuss the difference in leadership for sales and engineering, recognizing patterns of success, and the importance of having an established culture as you begin to scale the company. All of this right here, right now, on the Modern CTO Podcast!

For the final show of 2018 I’m talking with Travis Kimmel, the CEO of GitPrime. Travis has spent years as an engineering manager. Travis’s mission at GitPrime is to bring crystal clear visibility into the software development process and bridge the communication gap between engineering and stakeholders. This communication gap is often an ongoing plague in product development lifecycle. We talked through focus, tech debt, leading teams, predictability, and more.

For the final show of 2018 I’m talking with Travis Kimmel, the CEO of GitPrime. Travis has spent years as an engineering manager. Travis’s mission at GitPrime is to bring crystal clear visibility into the software development process and bridge the communication gap between engineering and stakeholders. This communication gap is often an ongoing plague in product development lifecycle. We talked through focus, tech debt, leading teams, predictability, and more.

Travis Kimmel is the CEO and one of the co-founders of GitPrime. A company that provides data to help software engineering teams measure and improve productivity. Said another way, if a developer is stuck, it is often difficult to tell if they are just busy working on a problem or if they are stuck on a problem and need help. GitPrime helps managers identify when a developer might be stuck. Disrupting a developer to ask them if they are stuck can be very expensive since they are often deep into the problem they working on. When you interrupt the developer, they need to take time to get back into the problem and this can be very expensive especially at scale.GitPrime's hope to add some objectivity to team conversations so they move out of the realm of opinions. They are very careful to acknowledge that it is the combination of data and soft skills that help teams jump into the zone of high productivity and performance. The primary thing a team needs to do is make good decisions and GitPrime is helping software teams make better decisions.Travis and his partner, Ben Thompson, noticed that there was an industry-wide problem. They had both experienced the problem. They are now working to be part of the infrastructure for the software industry. They are solving a problem they had. At the time of the interview, Travis felt like he was building a very strong team. He credits that to focusing on people strengths. Let people do what they are really good at.More recently he and his team have been focusing on doing a better job of onboarding. He describes onboarding like trying to climb on top of the car from a motorbike. In the early days, they would put people in positions and tell them to figure it out. Now that they are more established, they have solved more problems and try to onboard team members much better.For Travis and his team, they recognize that being explicit is very important for high performing teams and data is a subset of that. Data is one path to being explicit. This approach to being explicit even translates into how Travis and his partner Ben run their company. From the beginning, they have always been very open/explicit with each other. Putting issues on the table in a kind and respectful way and not letting it fester. Travis sees this as a very important to maintain the long-term relationship between him and his co-founder.The three takeaways a glean from my conversation with Travis are:When you start a company with someone, you are signing up to be in the foxhole with that person for about 10 years. As a result, you need to be very open. You need to be very explicit. You need to protect the dynamic that made you go into business together.You need to understand that an idea is only a small part of it all and it is mostly execution.If your user doesn’t understand the software is not their fault. It is your design.

Travis Kimmel is the CEO and one of the co-founders of GitPrime. A company that provides data to help software engineering teams measure and improve productivity. Said another way, if a developer is stuck, it is often difficult to tell if they are just busy working on a problem or if they are stuck on a problem and need help. GitPrime helps managers identify when a developer might be stuck. Disrupting a developer to ask them if they are stuck can be very expensive since they are often deep into the problem they working on. When you interrupt the developer, they need to take time to get back into the problem and this can be very expensive especially at scale.GitPrime's hope to add some objectivity to team conversations so they move out of the realm of opinions. They are very careful to acknowledge that it is the combination of data and soft skills that help teams jump into the zone of high productivity and performance. The primary thing a team needs to do is make good decisions and GitPrime is helping software teams make better decisions.Travis and his partner, Ben Thompson, noticed that there was an industry-wide problem. They had both experienced the problem. They are now working to be part of the infrastructure for the software industry. They are solving a problem they had. At the time of the interview, Travis felt like he was building a very strong team. He credits that to focusing on people strengths. Let people do what they are really good at.More recently he and his team have been focusing on doing a better job of onboarding. He describes onboarding like trying to climb on top of the car from a motorbike. In the early days, they would put people in positions and tell them to figure it out. Now that they are more established, they have solved more problems and try to onboard team members much better.For Travis and his team, they recognize that being explicit is very important for high performing teams and data is a subset of that. Data is one path to being explicit. This approach to being explicit even translates into how Travis and his partner Ben run their company. From the beginning, they have always been very open/explicit with each other. Putting issues on the table in a kind and respectful way and not letting it fester. Travis sees this as a very important to maintain the long-term relationship between him and his co-founder.The three takeaways a glean from my conversation with Travis are:When you start a company with someone, you are signing up to be in the foxhole with that person for about 10 years. As a result, you need to be very open. You need to be very explicit. You need to protect the dynamic that made you go into business together.You need to understand that an idea is only a small part of it all and it is mostly execution.If your user doesn’t understand the software is not their fault. It is your design.

Travis Kimmel, CEO of GitPrime (https://gitprime.com) stops by the People Stack to talk about how poor quality requirements can brain damage engineers, meeting schedules can burn hours, and how bringing more data to discussions around productivity can help. Travis also reflects on how his perspective changed as GitPrime grew. Special Guest: Travis Kimmel.

Travis Kimmel, the CEO of Gitprime, and I discuss the power of using data to help make better decisions and improve your team’s productivity.

Our Boulder Startup Week episode streak continues.  Today, we’ve got Ed Johnson, CTO of Goally on the show.Ed and his co-founders at Goally are on a mission to help parents build their children’s independence and self-confidence while giving those parents a break from emotionally-draining and endless reminders. All while freeing kids from always feeling “bossed around”. They aim to meaningfully reduce anxiety and stress in millions of family homes, with an early focus on children with autism, ADHD and Down Syndrome. Prior to working at Goally, Ed was a Director of Engineering at Qualcomm where he created and led a global team working on 4G LTE.——————————————————————————————————-This week’s episode is sponsored by GitPrime.Subjective measures like story points and tickets only tell part of the story of software development. GitPrime gives engineering managers the full picture with metrics in context on team productivity. So you can spot risk, identify waste, move faster, and advocate for your team with hard data instead of a narrative. Stop flying blind — and start leading engineering with concrete data.More at gitprime.com

Our Boulder Startup Week episode streak continues.  Today, we’ve got Nick Cheever, VP of Technology at 10-4 on the show.Nick has over 15 years of experience in product development, particularly in a technical leadership role. He has been the lead for multiple SaaS-based platforms and has a proven track record of executing intuitive and technically-savvy solutions. Currently, Nick oversees the devops, product, creative, and development groups at 10-4 systems as they disrupt the transportation industry by providing big data logistical solutions.——————————————————————————————————-This week’s episode is sponsored by GitPrime.Subjective measures like story points and tickets only tell part of the story of software development. GitPrime gives engineering managers the full picture with metrics in context on team productivity. So you can spot risk, identify waste, move faster, and advocate for your team with hard data instead of a narrative. Stop flying blind— and start leading engineering with concrete data.More at gitprime.com

Today's episode is from the archives.  Last week, @owocki’s startup released a new product — The battles last week during this release reminded us of some of our favorite engineering war stories. We ask every CTO on our show “What is your favorite engineering war story?”, and this episode we’re going to play 4 of our favorites.These four stories are ordered by scale.  We’ll start with “just a guy in the garage with a product” to a war story from a large venture scaled startup.In order of appearance: Patrick McKenzie – independent software developer. Story misplacing your pager and being unaware of your outage Travis Kimmel – CEO of GitPrime. A story about after launch the dance of cleaning up your early assumptions and building new features Jay Zeschin, Lead Architect at ello. The story of “blowing up”, getting tens of thousands of users, and VC funding all at once. Jud Valeski – CTO at GNIP, acquired by twitter. A story about screening your customers for success Enjoy!

Last week, @owocki’s startup released a new product — The battles last week during this release reminded us of some of our favorite engineering war stories. We ask every CTO on our show “What is your favorite engineering war story?”, and this episode we’re going to play 4 of our favorites.These four stories are ordered by scale.  We’ll start with “just a guy in the garage with a product” to a war story from a large venture scaled startup.In order of appearance: Patrick McKenzie – independent software developer. Story misplacing your pager and being unaware of your outage Travis Kimmel – CEO of GitPrime. A story about after launch the dance of cleaning up your early assumptions and building new features Jay Zeschin, Lead Architect at ello. The story of “blowing up”, getting tens of thousands of users, and VC funding all at once. Jud Valeski – CTO at GNIP, acquired by Twitter. A story about screening your customers for success Enjoy!

We’re taking this week off; If you’re in the US, you’re celebrating Thanksgiving.  If you’re not in the US, you can still give thanks — Listen to one of our favorite episodes from the archives:  Quantifying Engineering w. Travis Kimmel of Gitprime.Travis Kimmel is the CEO of GitPrime.  GitPrime analyzes a team’s codebase to quantify engineering progress. They make it easy to identify engineers who are stuck or bogged down with refactoring and quantify the amount of effort spent paying down technical debt.Find Travis on Twitter at @traviskimmel.