Podcasts about gsis

Welcome back to the Ultimate Guide to Partnering® Podcast. AI agents are your next customers. Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ https://youtu.be/vEdq8rpBM3I In this data-rich keynote, Jay McBain deconstructs the tectonic shifts reshaping the $5.3 trillion global technology industry, arguing that we are entering a new 20-year cycle where traditional direct sales models are obsolete. McBain explains why 96% of the industry is now surrounded by partners and how successful companies must pivot from “flywheels and theory” to a granular strategy focused on the seven specific partners present in every deal. From the explosion of agentic AI and the $163 billion marketplace revolution to the specific mechanics of multiplier economics, this discussion provides a roadmap for navigating the “decade of the ecosystem” where influence, trust, and integration—not just product—determine winners and losers. Key Takeaways Half of today's Fortune 500 companies will likely vanish in the next 20 years due to the shift toward AI and ecosystem-led models. Every B2B deal now involves an average of seven trusted partners who influence the decision before a vendor even knows a deal exists. Microsoft has outpaced AWS growth for 26 consecutive quarters largely because of a superior partner-led geographic strategy. Marketplaces are projected to grow to $163 billion by 2030, with nearly 60% of deals involving partner funding or private offers. The “Multiplier Effect” is the new ROI, where partners can make up to $8.45 for every dollar of vendor product sold. Future dominance relies on five key pillars: Platform, Service Partnerships, Channel Partnerships, Alliances, and Go-to-Market orchestration. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Keywords: Jay McBain, Canalys, partner ecosystem, channel chief, agentic AI, marketplace growth, multiplier economics, B2B sales trends, tech industry forecast, service partnerships, strategic alliances, Microsoft vs AWS, distribution transformation, managed services growth, SaaS platforms, customer journey mapping, 28 moments of truth, future of reselling, technology spending 2025, ecosystem orchestration, partner multipliers. T Transcript: Jay McBain WORKFILE FOR TRANSCRIPT [00:00:00] Vince Menzione: Just up from, did you Puerto Rico last night? Puerto Rico, yes. Puerto Rico. He dodged the hurricane. Um, you all know him. Uh, let him introduce himself for those of you who don’t, but just thrilled to have on the stage, again, somebody who knows more about what’s going on in, in the, and has the pulse on this industry probably than just about anybody I know personally. [00:00:21] Vince Menzione: J Jay McBain. Jay, great to see you my friend. Alright, thank you. We have to come all the way. We live, we live uh, about 20 minutes from each other. We have to come all the way to Reston, Virginia to see each other, right? That’s right. Very good. Well, uh, that’s all over to you, sir. Thank you. [00:00:35] Jay McBain: Alright, well thank you so much. [00:00:36] Jay McBain: I went from 85 degrees yesterday to 45 today, but I was able to dodge that, uh, that hurricane, uh, that we kind of had to fly through the northern edge of, uh, wanna talk today about our industry, about the ultimate partner. I’m gonna try to frame up the ultimate partner as I walk through the data and the latest research that, uh, that we’ve been doing in the market. [00:00:56] Jay McBain: But I wanted to start here ’cause our industry moves in 20 year cycles, and if you look at the Fortune 500 and dial back 20 years from today, 52% of them no longer exist. As we step into the next 20 year AI era, half of the companies that we know and love today are not gonna exist. So we look at this, and by the way, if you’re not in the Fortune 500 and you don’t have deep pockets to buy your way outta problems, 71% of tech companies fail over the course of 10 years. [00:01:30] Jay McBain: Those are statistics from the US government. So I start to look at our industry and you know, you may look at the, you know, mainframe era from the sixties and seventies, mini computers, August the 12th, 1981, that first IBM, PC with Microsoft dos, version one, you know, triggered. A new 20 year era of client server. [00:01:51] Jay McBain: It was the time and I worked at IBM for 17 years, but there was a time where Bill Gates flew into Boca Raton, Florida and met with the IBM team and did that, you know, fancy licensing agreement. But after, you know, 20 years of being the most valuable company in the world and 13 years of antitrust and getting broken up, almost like at and TIBM almost didn’t make payroll. [00:02:14] Jay McBain: 13 years after meeting Bill Gates. Yeah, that’s how quickly things change in these eras. In 1999, a small company outta San Francisco called salesforce.com got its start. About 10 years later, Jeff Bezos asked a question in a boardroom, could we rent out our excess capacity and would other companies buy it? [00:02:35] Jay McBain: Which, you know, most people in the room laughed at ’em at the time. But it created a 20 year cloud era when our friends, our neighbors, our family. Saw Chachi PT for the first time in March of 2023. They saw the deep fakes, they saw the poetry, they saw the music. They came to us as tech people and said, did we just light up Skynet? [00:02:58] Jay McBain: And that consumer trend has triggered this next 20 years. I could walk through the richest people in the world through those trends. I could walk through the most valuable companies. It all aligns. ’cause by the way, Apple’s no longer at the top. Nvidia is at the top, Microsoft. Second, things change really quickly. [00:03:17] Jay McBain: So in that course of time, you start to look at our industry and as people are talking about a six and a half or $7 trillion build out of ai, that’s open AI and Microsoft numbers, that is bigger than our industry that’s taken over 50 years to build. This year, we’re gonna finish the year at $5.3 trillion. [00:03:36] Jay McBain: That’s from the smallest flower shop to the biggest bank. Biggest governments that Caresoft would, uh, serve biggest customer in the world is actually the federal government of the us. But you look at this pie chart and you look at the changes that we’re gonna go through over the next 20 years, there’s about a trillion dollars in hardware. [00:03:54] Jay McBain: There’s about a trillion dollars in software. If you look forward through all of the merging trends, quantum computing, humanoid robots, all the things that are coming that dollar to dollar software to hardware will continue to exist all the way through. We see services making up almost two thirds of this pie. [00:04:13] Jay McBain: Yesterday I was in a telco conference with at and t and Verizon and T-Mobile and some of the biggest wireless players and IT services, which happen to be growing faster than products. At the moment, there is more work to be done wrapping around the deal than the actual products that the customer is buying. [00:04:32] Jay McBain: So in an industry that’s growing at 7%. On top of the world economy that’s grown at 2.2. This is the fastest growing industry, and it will be at least for the next 10 years, if not 2070 0.1% of this entire $5 trillion gets transacted through partners. While what we’re talking to today about the ultimate partner, 96% of this industry is surrounded by partners in one way or another. [00:05:01] Jay McBain: They’re there before the deal. They’re there at the deal. They’re there after the deal. Two thirds of our industry is now subscription consumption based. So every 30 days forever, and a customer for life becomes everything. So if every deal in medium, mid-market, and higher has seven partners, according to McKinsey, who are those seven people trying to get into the deal? [00:05:25] Jay McBain: While there’s millions of companies that have come into tech over the last 10 to 20 years. Digital agencies, accountants, legal firms, everybody’s come in. The 250,000 SaaS companies, a million emerging tech companies, there’s a big fight to be one of those seven trusted people at the table. So millions of companies and tens of millions of people our competing for these slots. [00:05:49] Jay McBain: So one of the pieces of research I’m most proud of, uh, in my analyst career is this. And this took over two years to build. It’s a lot of logos. Not this PowerPoint slide, but the actual data. Thousands of people hours. Because guess what? When you look at partners from the top down, the top 1000 partners, by capability and capacity, not by resale. [00:06:15] Jay McBain: It’s not a ranking of CDW and insight and resale numbers. It is the surrounding. Consulting, design, architecture, implementations, integrations, managed services, all the pieces that’s gonna make the next 20 years run. So when you start to look at this, 98% of these companies are private, so very difficult to get to those numbers and, uh, a ton of research and help from AI and other things to get this. [00:06:41] Jay McBain: But this is it. And if you look at this list, there’s a thousand logos out of the million companies. There’s a thousand logos that drive two thirds of all tech services in the world. $1.07 trillion gets delivered by a thousand companies, but here’s where it gets fun. Those companies in the middle, in blue, the 30 of them deliver more tech services than the next 970. [00:07:08] Jay McBain: Combined the 970 combined in white deliver more tech services. Then the next million combined. So if you think we live in an 80 20 rule or maybe a 99, a 95 5 rule, or a 99 1 rule, we actually live in a 99.9 0.1 parallel principle. These companies spread around the world evenly split across the uh, different regions. [00:07:35] Jay McBain: South Africa, Latin America, they’re all over. They split. They split among types. All of the Venn diagram I just showed from GSIs to VARs to MSPs, to agencies and other types of companies. But this is a really rich list and it’s public. So every company in the world now, if you’re looking at Transactable data, if you’re looking at quantifiable data that you can go put your revenue numbers against, it represents 70 to 80% of every company in this room’s Tam. [00:08:08] Jay McBain: In one piece of research. So what do you do below that? How do you cover a million companies that you can’t afford to put a channel account manager? You can’t afford to write programs directly for well after the top down analysis and all the wallet share and you know exactly where the lowest hanging fruit is for most of your tam. [00:08:28] Jay McBain: The available markets. The obtainable markets. You gotta start from the community level grassroots up. So you need to ask the question for the million companies and the maybe a hundred thousand companies out there, partner companies that are surrounding your customer. These are the seven partners that surround your customer. [00:08:48] Jay McBain: What do they read, where do they go, and who do they follow? Interestingly enough, our industry globally equates to only a thousand watering holes, a thousand companies at the top, a thousand places at the bottom. 35% of this audience we’re talking. Millions of people here love events and there’s 352 of them like this one that they love to go to. [00:09:13] Jay McBain: They love the hallway chats, they love the hotel lobby bar, you know, in a time reminded by the pandemic. They love to be in person. It’s the number one way they’re influenced. So if you don’t have a solid event strategy and you don’t have a community team out giving out socks every week, your competitors might beat you. [00:09:31] Jay McBain: 12% of this audience loves podcasts. It’s the Joe Rogan effect of our industry. And while you know, you may not think the 121 podcasts out there are important, well, you’re missing 12% of your audience. It’s over a million people. If you’re not on a weekly podcast in one of these podcasts in the world, there’s still people that read one of the 106 magazines in the world. [00:09:55] Jay McBain: There are people that love peer groups, associations, they wanna be part of this. There’s 15 different ways people are influenced. And a solid grassroots strategy is how you make this happen. In the last 10 years, we’ve created a number of billionaires. Bottom up. They never had to go talk to la large enterprise. [00:10:15] Jay McBain: They never had to go build out a mid-market strategy. They just went and give away socks and new community marketing. And this has created, I could rip through a bunch of names that became unicorns just in the last couple of years, bottoms up. You go back to your board walking into next year, top down, bottom up. [00:10:34] Jay McBain: You’ve covered a hundred percent of your tam, and now you’ve covered it with names, faces, and places. You haven’t covered it with a flywheel or a theory. And for 44 years, we have gone to our board every fourth quarter with flywheels and theory. Trust me, partners are important. The channel is key to us. [00:10:57] Jay McBain: Well, let’s talk at the point of this granularity, and now we’re getting supported by technology 261 entrepreneurs. Many of them in the room actually here that are driving this ability to succeed with seven partners in every deal to exchange data to be able to exchange telemetry of these prospects to be able to see twice or three times in terms of pipeline of your target addressable market. [00:11:26] Jay McBain: All these ai, um, technologies, agentic technologies are coming into this. It’s all about data. It’s all about quantifiable names, faces, and places. Now none of us should be walking around with flywheels, so let’s flip the flywheels. No. Uh, so we also look at, and I sold PCs for 17 years and that was in the high times of 40% margins for partners. [00:11:55] Jay McBain: But one interesting thing when you study the p and l for broad base of partners around the world, it’s changed pretty significantly in this last 20 year era. What the cloud era did is dropped hardware from what used to be 84% plus the break fix and things that wrap around it of the p and l to now 16% of every partner in the world. [00:12:16] Jay McBain: 84% of their p and l is now software and services. And if you look at profitability, it’s worse. It’s actually 87% is profitability wise. They’ve completely shifted in terms of where they go. Now we look at other parts of our market. I could go through every part of the pie of the slide, but we’re watching each of the companies, and if you can see here, this is what we want to talk about in terms of ultimate partner. [00:12:43] Jay McBain: Microsoft has outgrown AWS for 26 straight quarters. They don’t have a better product. They don’t have a better price, they don’t have better promotion. It’s all place. And I’ll explain why you guess here in the light green line. Exactly. The day that Google went a hundred percent all in partner, every deal, even if a deal didn’t have a partner, one of the 4% of deals that didn’t have a partner, they injected a partner. [00:13:09] Jay McBain: You can see on the left side exactly where they did it. They got to the point of a hundred percent partner driven. Rebuilt their programs, rebuilt their marketplace. Their marketplace is actually larger than Microsoft’s, and they grew faster than Microsoft. A couple of those quarters. It is a partner driven future, and now I have Oracle, which I just walked by as I walked from the hotel. [00:13:31] Jay McBain: Oracle with their RPOs will start to join. Maybe the list of three hyperscalers becomes the list of four in future slides, but that’s a growth slide. Market share is different. AWS early and commanding lead. And it plays out, uh, plays out this way. But we’re at an interesting moment and I stood up six years ago talking about the decade of the ecosystem after we went through a decade of sales starting in 1999 when we all thought we were born to be salespeople. [00:14:02] Jay McBain: We managed territories with our gut. The sales tech stack would have it different, that sales was a science, and we ended the decade 2009, looking at sales very differently in 2009. I remember being at cocktail parties where CMOs would be joking around that 50% of their marketing dollars were wasted. They just didn’t know which 50%. [00:14:23] Jay McBain: And I’ll tell you, that was really funny. In 2009 till every 58-year-old CMO got replaced by a 38-year-old growth hacker who walked in with 15,348 SaaS companies in their MarTech and ad tech stack to solve the problem, every nickel of marketing by 2019 was tracked. Marketo, Eloqua, Pardot, HubSpot, driving this industry. [00:14:50] Jay McBain: Now, we stood up and said the 28 moments that come before a sale are pretty much all partner driven. In the best case scenario, a vendor might see four of the moments. They might come to your website, maybe they read an ebook, maybe they have a salesperson or a demo that comes in. That’s four outta 28 moments. [00:15:10] Jay McBain: The other 24 are done by partners. Yeah, in the worst case scenario and the majority scenario, you don’t see any of the moments. All 28 happen and you lose a deal without knowing there ever was a deal. So this is it. We need to partner in these moments and we need to inject partners into sales and marketing, like no time before, and this was the time to do it. [00:15:33] Jay McBain: And we got some feedback in the Salesforce state of sales report, which doesn’t involve any partnerships or, or. Channel Chiefs or anything else. This is 5,500 of the biggest CROs in the world that obviously use Salesforce. 89% of salespeople today use partners every day. For the 11% who don’t, 58% plan two within a year. [00:15:57] Jay McBain: If you add those two numbers together, that’s magically the 96% number. They recognize that every deal has partners in it. In 2024, last year, half of the salespeople in the world, every industry, every country. Miss their numbers. For the minority who made their numbers, 84 point percent pointed to partners as the reason why they made their numbers. [00:16:21] Jay McBain: It was the cheat code for sales, so that modern salesperson that knows how to orchestrate a deal, orchestrate the 28 moments with the seven partners and get to that final spot is the winning formula. HubSpot’s number in separate research was 84% in marketing. So we’re starting to see partners in here. We don’t have to shout from the mountaintops. [00:16:44] Jay McBain: These communities like ultimate Partner are working and we’re getting this to the highest levels in the board. And I’ll say that, you know, when 20 years from now half of the companies we know and love fail after we’re done writing the book and blaming the CEO for inventing the thing that ended up killing them, blaming the board for fiduciary responsibility and letting it happen. [00:17:06] Jay McBain: What are the other chapters of the book? And I think it’s all in one slide. We are in this platform economy and the. [00:17:31] Jay McBain: So your battery’s fine. Check, check, check, check. Alright, I’ll, I’ll just hold this in case, but the companies that execute on all five of these areas, well. Not only today become the trillion dollar valued companies, but they become the companies of tomorrow. These will be the fastest growing companies at every level. [00:17:50] Jay McBain: Not only running a platform business, but participating in other platforms. So this is how it breaks out, and there are people at very senior levels, at very big companies that have this now posted in the office of the CEO winning on integrations is everything. We just went through a demographic shift this year where 51% of our buyers are born after 1982. [00:18:15] Jay McBain: Millennials are the number one buyer of the $5 trillion. Their number one buying criteria is not service. Support your price, your brand reputation, it’s integrations. The buy a product, 80% is good as the next one if it works better in their environment. 79% of us won’t buy a car unless it has CarPlay or Android Auto. [00:18:34] Jay McBain: This is an integration world. The company with the most integrations win. Second, there are seven partners that surround the customer. Highly trusted partners. We’re talking, coaching the customer’s, kids soccer team, having a cottage together up at the lake. You know, best men, bate of honors at weddings type of relationships. [00:18:57] Jay McBain: You can’t maybe have all seven, but how does Microsoft beat AWS? They might have had two, three, or four of them saying nice things about them instead of the competition. Winning in service partnerships and channel partnerships changes by category. If you’re selling MarTech, only 10% of it today is resold, so you build more on service partnerships. [00:19:18] Jay McBain: If you’re in cybersecurity today, 91.6% of it is resold. Transacted through partners. So you build a lot of channel partnerships, plus the service partnerships, whatever the mix is in your category, you have to have two or three of those seven people. Saying nice things about you at every stage of the customer journey. [00:19:38] Jay McBain: Now move over to alliances. We have already built the platforms at the hyperscale level. We’ve built the platforms within SaaS, Salesforce, ServiceNow, Workday, Marketo, NetSuite, HubSpot. Every buyer has a set of platforms that they buy. We’ve now built them in cybersecurity this year out of 6,500 as high as cyber companies, the top five are starting to separate. [00:20:02] Jay McBain: We built it in distribution, which I’ll show in a minute. We’re building it in Telco. This is a platform economy and alliances win and you have alliances with your competitors ’cause you compete in the morning, but you’re best friends by the afternoon. Winning in other platforms is just as important as driving your own. [00:20:20] Jay McBain: And probably the most important part of this is go to market. That sales, that marketing, the 28 moments, the every 30 days forever become all a partner strategy. So there’s still CEOs out there that believe platform is a UI or UX on a bunch of disparate products and things you’ve acquired. There’s still CFOs out there that Think platform is a pricing model, a bundle model of just getting everything under one, you know, subscription price or consumption price. [00:20:51] Jay McBain: And it’s not, platforms are synonymous with partnerships. This is the way forward and there’s no conversation around ai. That doesn’t involve Nvidia over there, an open AI over here and a hyperscaler over there and a SaaS company over here. The seven layer stack wins every single time, and the companies that get this will be the ones that survive this cycle. [00:21:16] Jay McBain: Now, flipping over to marketplaces. So we had written research that, um, about five years ago that marketplaces were going to grow at 82% compounded. Yeah, probably one of the most accurate predictions we ever made, because it happened, we, we predicted that, uh, we were gonna get up to about $85 billion. Well, now we’ve extended that to 2030, so we’re gonna get up to $163 billion, and the thing that we’re watching is in green. [00:21:46] Jay McBain: If 96% of these deals are partner assisted in some way, how is the economics of partnering going to work? We predicted that 50% of deals by 2027. Would be partner funded in some way. Private offers multi-partner offers distributor sellers of record, and now that extends to 59% by 2030, the most senior leader of the biggest marketplace AWS, just said to us they’re gonna probably make these numbers on their own. [00:22:14] Jay McBain: And he asked what their two competitors are doing. So he’s telling us that we under called this. Now when you look at each of the press releases, and this is the AWS Billion Dollar Club. Every one of the companies on the left have issued a press release that they’re in the billion dollar club. Some of them are in the multi-billions, but I want you to double click on this press release. [00:22:35] Jay McBain: I’m quoted in here somewhere, but as CrowdStrike is building the marketplace at 91% compounded, they’re almost doubling their revenue every single year. They’re growing the partner funding, in this case, distributor funding by 3548%. Almost triple digit growth in marketplace is translating into almost quadruple digit growth in funding. [00:23:01] Jay McBain: And you see that over and over again as, as Splunk hit three, uh, billion dollars. The same. Salesforce hit $2 billion on AWS in Ulti, 18 months. They joined in October 20, 23, and 18 months later, they’re already at $2 billion. But now you’re seeing at Salesforce, which by the way. Grew up to $40 billion in revenue direct, almost not a nickel in resell. [00:23:28] Jay McBain: Made it really difficult for VARs and managed service providers to work with Salesforce because they couldn’t understand how to add services to something they didn’t book the revenue for. While $40 billion companies now seeing 70% of their deals come through partners. So this is just the world that we’re in. [00:23:44] Jay McBain: It doesn’t matter who you are and what industry you’re in, this takes place. But now we’re starting to see for the first time. Partners join the billion dollar club. So you wonder about partnering and all this funding and everything that’s working through Now you’re seeing press releases and companies that are redoing their LinkedIn branding about joining this illustrious club without a product to sell and all the services that wrap around it. [00:24:10] Jay McBain: So the opening session on Microsoft was interesting because there’s been a number of changes that Microsoft has done just in the last 30 days. One is they cut distribution by two thirds going from 180 distributors to 62. They cut out any small partner lower than a thousand dollars, and that doesn’t sound like a lot, but that’s over a hundred thousand partners that get deed tightening the long tail. [00:24:38] Jay McBain: They we’re the first to really put a global point system in place three years ago. They went to the new commerce experience. If you remember, all kinds of changes being led by. The biggest company for the channel. And so when we’re studying marketplaces, we’re not just studying the three hyperscalers, we’re studying what TD Cynic is doing with Stream One Ingram’s doing with Advant Advantage Aerosphere. [00:25:01] Jay McBain: Also, we’re watching what PAX eight, who by the way, is the 365 bestseller for Microsoft in the world. They are the cybersecurity leader for Microsoft in the world and the copilot. Leader in the world for Microsoft and Partner of the Year for Microsoft. So we’re watching what the cloud platforms are doing, watching what the Telco are doing, which is 25 cents out of every dollar, if you remember that pie chart, watching what the biggest resellers are converting themselves into. [00:25:30] Jay McBain: Vince just mentioned, you know, SHI in the changes there watching the managed services market and the leaders there, what they’re doing in terms of how this industry’s moving forward. By the way, managed services at $608 billion this year. Is one and a half times larger than the SaaS industry overall. [00:25:48] Jay McBain: It’s also one and a half times larger than all the hyperscalers combined. Oracle, Alibaba, IBM, all the way down. This is a massive market and it makes up 15 to 20 cents of every dollar the customer spend. We’re watching that industry hit a trillion dollars by the end of the decade, and we’re watching 150 different marketplace development platforms, the distribution of our industry, which today is 70.1% indirect. [00:26:13] Jay McBain: We’re starting to see that number, uh, solidify in terms of marketplaces as well. Watching distributors go from that linear warehouse in a bank to this orchestration model, watching some of the biggest players as the world comes around, platforms, it tightens around the place. So Caresoft, uh, from from here is the sixth biggest distributor in the world. [00:26:40] Jay McBain: Just shows you how big the. You know, biggest client in the world is that they serve. But understand that we’re publishing the distributor 500 list, but it’ll be the same thing. That little group in blue in the middle today, you know, drives almost two thirds of the market. So what happens in all this next stage in terms of where the dollars change hands. [00:27:07] Jay McBain: And the economics of partnering themselves are going through the most radical shift that we’ve seen ever. So back to the nineties, and, and for those of you that have been channel chiefs and running programs, we went to work every day. You know, everything’s on fire. We’re trying to check hundred boxes, trying to make our program 10% better than our competitors. [00:27:30] Jay McBain: Hey, we gotta fix our deal registration program today, and our incentives are outta whack or training programs or. You know, not where they need to be. Our certification, you know, this was the life of, uh, of a channel chief. Everybody thought we were just out drinking in the Caribbean with our best partners, but we were under the weight of this. [00:27:49] Jay McBain: But something interesting has happened is that we turned around and put the customer at the middle of our programs to say that those 28 moments in green before the sale are really, really important. And the seven partners who participate are really important. Understanding. The customer’s gonna buy a seven layer stack. [00:28:09] Jay McBain: They’re gonna buy it With these seven partners, the procurement stage is much different. The growth of marketplaces, the growth of direct in some of these areas, and then long term every 30 days forever in a managed service, implementations, integrations, how you upsell, cross-sell, enrich a deal changes. So how would you build a program that’s wrapped around the customer instead of the vendor? [00:28:35] Jay McBain: And we’re starting to hear our partners shout back to us. These are global surveys, big numbers, but over half of our partners, regardless of type, are selling consulting to their customer. Over half are designing architecting deals. A third of them are trying to be system integrators showing up at those implementation integration moments. [00:28:55] Jay McBain: Two thirds of them are doing managed services, but the shocking one here is 44% of our partners, regardless of type, are coding. They’re building agents and they’re out helping their customer at that level. So this is the modern partner that says, don’t typecast me. You may have thought of me in your program. [00:29:14] Jay McBain: You might have me slotted as a var. Well, I do 3.2 things, and if I don’t get access to those resources, if you don’t walk me to that room, I’m not gonna do them with you. You may have me as a managed service provider that’s only in the morning. By the afternoon I’m coding, and by the next morning I’m implementing and consulting. [00:29:33] Jay McBain: So again, a partner’s not a partner. That Venn diagram is a very loose one now, as every partner on there is doing 3.2 different business models. And again, they’re telling us for 43 years, they said, I want more leads this year it changed. For the first time, I want to be recognized and incentivized as more than just a cash register for you. [00:29:57] Jay McBain: I want you to recognize when I’m consulting, when I’m designing, when you’re winning deals, because of my wonderful services, by the way, we asked the follow up question, well, where should we spend our money with you? And they overwhelmingly say, in the consulting stage, you win and lose deals. Not at moment 28. [00:30:18] Jay McBain: We’re not buying a pack of gum at the gas station. This is a considered purchase. You win deals from moment 12 through 16 and I’m gonna show you a picture of that later, and they say, you better be spending your money there, or you’re not gonna win your fair share or more than your fair share of deals. [00:30:36] Jay McBain: The shocking thing about this is that Microsoft, when they went to the point system, lifted two thirds of all the money, tens of billions of dollars, and put it post-sale, and we were all scratching our heads going. Well, if the partners are asking for it there, and it seems like to beat your biggest competitors, you want to win there. [00:30:54] Jay McBain: Why would you spend the money on renewal? Well, they went to Wall Street and Goldman Sachs and the people who lift trillions of dollars of pension funds and said, if we renew deals at 108%, we become a cash machine for you. And we think that’s more valuable than a company coming out with a new cell phone in September and selling a lot of them by Christmas every year. [00:31:18] Jay McBain: The industry. And by the way, wall Street responded, Microsoft has been more valuable than Apple since. So we talk in this now multiplier language, and these are reports that we write, uh, at AMIA at canals. But talking about the partner opportunity in that customer cycle, the $6 and 40 cents you can make for every dollar of consumption, or the $7 and 5 cents you can make the $8 and 45 cents you can make. [00:31:46] Jay McBain: There’s over 24 companies speaking at this level now, and guess what? It’s not just cloud or software companies. Hardware companies are starting to speak in this language, and on January 25th, Cisco, you know, probably second to Microsoft in terms of trust built with the channel globally is moving to a full point system. [00:32:09] Jay McBain: So these are the changes that happen fast. But your QBR with your partners now less about drinking beers at the hotel lobby bar and talking dollar by dollar where these opportunities are. So if you’re doing 3.2 of these things, let’s build out a, uh, a play where you can make $3 for every dollar that we make. [00:32:28] Jay McBain: And you make that profitably. You make it in sticky, highly retained business, and that’s the model. ’cause if you make $3 for every dollar. We make, you’re gonna win Partner of the year, and if you win partner of the year, that piece of glass that you win on stage, by the time you get back to your table, you’re gonna have three offers to buy your business. [00:32:51] Jay McBain: CDW just bought a w. S’s Partner of the Year. Insight bought Google’s eight time partner of the year. Presidio bought ServiceNow’s, partner of the year over and over and over again. So I’m at Octane, I’m at CrowdStrike, I’m at all these events in Vegas every week. I’m watching these partners of the year. [00:33:05] Jay McBain: And I’m watching as the big resellers. I’m watching as the GSIs and the m and a folks are surrounding their table after, and they’re selling their businesses for SaaS level valuations. Not the one-to-one service valuation. They’re getting multiples because this is the new future of our industry. This is platform economics. [00:33:25] Jay McBain: This is winning and platforms for partners. Now, like Vince, I spent 20 minutes without talking about ai, but we have to talk about ai. So the next 20 years as it plays out is gonna play out in phases. And the first thing you know to get it out of the way. The first two years since that March of 23, has been underwhelming, to say the least. [00:33:47] Jay McBain: It’s been disappointing. All the companies that should have won the biggest in AI have been the most disappointing. It’s underperformed the s and p by a considerable amount in terms of where we are. And it goes back to this. We always overestimate the first two years, but we underestimate the first 10. [00:34:07] Jay McBain: If you wanna be the point in time person and go look at that 1983 PC or the 1995 internet or that 2007 iPhone or that whatever point in time you wanna look at, or if you want to talk about hallucinations or where chat chip ET version five is version, as opposed to where it’s going to be as it improves every six months here on in. [00:34:30] Jay McBain: But the fact of the matter is, it’s been a consumer trend. Nvidia got to be the most valuable company in the world. OpenAI was the first company to 2 billion users, uh, in that amount of speed. It’s the fastest growing product ever in history, and it’s been a consumer win this trillions of dollars to get it thrown around in the press releases. [00:34:49] Jay McBain: They’re going out every day, you know, open ai, signing up somebody new or Nvidia, investing in somebody new almost every single day in hundreds of billions of dollars. It is all happening really on the consumer side. So we got a little bit worried and said, is that 96% of surround gonna work in ag agentic ai? [00:35:10] Jay McBain: So we went and asked, and the good news is 88% of end customers are using partners to work through their ag agentic strategy. Even though they’re moving slow, they’re actually using partners. But what’s interesting from a partner perspective, and this is new research that out till 2030. This is the number one services opportunity in the entire tech or telco industry. [00:35:34] Jay McBain: 35.3% compounded growth ending at $267 billion in services. Companies are rebuilding themselves, building out practices, and getting on this train and figuring out which vendors they should hook their caboose to as those trains leave the station. But it kind of plays out like this. So in the next three to five years, we’re in this generative, moving into agentic phase. [00:36:01] Jay McBain: Every partner thinks internally first, the sales and marketing. They’re thinking about their invoicing and billing. They’re thinking about their service tickets. They’re thinking about creating a business that’s 10% better than their competitors, taking that knowledge into their customers and drive in business. [00:36:17] Jay McBain: But we understand that ag agentic AI, as it’s going to play out is not a product. A couple of years ago, we thought maybe a copilot or an agent force or something was going to be the product that everybody needed to buy, and it’s not a product, it’s gonna show up as a feature. So you go back in the history of feature ads and it’s gonna show up in software. [00:36:38] Jay McBain: So if you’re calling in SMB, maybe you’re calling on a restaurant. The restaurant isn’t gonna call OpenAI or call Microsoft or call Nvidia directly. They’re running their restaurant. And they may have chosen a platform like Toast Square, Clover, whatever iPads people are running around with, runs on a platform that does everything in their business, does staffing, does food ordering, works with Uber Eats, does everything end to end? [00:37:08] Jay McBain: They’re gonna wait to one of those platforms, dries out agent AI for them, and can run the restaurant more effectively, less human capital and more consistently, but they wait for the SaaS platform as you get larger. A hundred, 150 people. You have vice presidents. Each of those vice presidents already have a SaaS stack. [00:37:28] Jay McBain: I talked about Salesforce, ServiceNow, Workday, et cetera. They’ve already built that seven layer model and in some cases it’s 70 layers. But the fact is, is they’re gonna wait for those SaaS layers to deliver ag agentic to them. So this is how it’s gonna play out for the next three and a half, three to five years. [00:37:45] Jay McBain: And partners are realizing that many of them were slow to pick up SaaS ’cause they didn’t resell it. Well now to win in this next three to half, three to five years, you’re gonna have to play in this environment. When you start looking out from here, the next generation, you know, kind of five through 15 years gets interesting in more of a physical sense. [00:38:06] Jay McBain: Where I was yesterday talking about every IOT device that now is internet access, starts to get access to large language models. Every little sensor, every camera, everything that’s out there starts to get smart. But there’s a point. The first trillionaire, I believe, will be created here. Elon’s already halfway there. [00:38:24] Jay McBain: Um, but when Bill Gates thought there was gonna be a PC in every home, and IBM thought they were gonna sell 10,000 to hobbyists, that created the richest person in the world for 20 years, there will be a humanoid in every home. There’s gonna be a point in time that you’re out having drinks with your friends, and somebody’s gonna say, the early adopter of your friends is gonna say. [00:38:46] Jay McBain: I haven’t done the dishes in six weeks. I haven’t done the laundry. I haven’t made my bed. I haven’t mowed the lawn. When they say that, you’re gonna say, well, how? And they’re gonna say, well, this year I didn’t buy a new car, but I went to the car dealership and I bought this. So we’re very close to the dexterity needed. [00:39:05] Jay McBain: We’ve got the large language models. Now. The chat, GPT version 10 by then is going to make an insane, and every house is gonna have one of the. [00:39:17] Jay McBain: This is the promise of ai. It’s not humanoid robots, it’s not agents. It’s this. 99% of the world’s business data has not been trained or tuned into models yet. Again, this is the slow moving business. If you want to think about the 99% of business data, every flight we’ve all taken in this room sits on a saber system that was put in place in 1964. [00:39:43] Jay McBain: Every banking transaction, we’ve all made, every withdrawal, every deposit sits on an IBM mainframe put in place in the sixties or seventies. 83% of this data sits in cold storage at the edge. It’s not ready to be moved. It’s not cleansed, it’s not, um, indexed. It’s not in any format or sitting on any infrastructure that a large language model will be able to gobble up the data. [00:40:10] Jay McBain: None of the workflows, none of the programming on top of that data is yet ready. So this is your 10 to 20 year arc of this era that chat bot today when they cancel your flight is cute. It’s empathetic, it feels bad for you, or at least it seems to, but it can’t do anything. It can’t book you the Marriott and get you an Uber and then a 5:00 AM flight the next morning. [00:40:34] Jay McBain: It can’t do any of that. But more importantly, it doesn’t know who you are. I’ve got 53 years of flights under my belt and they, I’m the person that get me within six hours of my kids and get me a one-way Hertz rental. You know, if there’s bad weather in Miami, get me to Tampa, get me a Hertz, I’m driving home, I’m gonna make it home. [00:40:56] Jay McBain: I’m not the 5:00 AM get me a hotel person. They would know that if they picked up the flights that I’ve taken in the past. Each of us are different. When you get access to the business data and you become ag agentic, everything changes. Every industry changes because of this around the customers. When you ask about this 35% growth, working on that data, working in traditional consulting and design and implementation, working in the $7 trillion of infrastructure, storage, compute, networking, that’s gonna be around, this is a massive opportunity. [00:41:30] Jay McBain: Services are gonna continue to outgrow products. Probably for the next five to 10 years because of this, and I’m gonna finish here. So we talked a lot about quantifying names, faces, places, and I think where we failed the most as ultimate partners is underneath the tam, which every one of our CEOs knows to the decimal point underneath the TAM that our board thinks they’re chasing. [00:41:59] Jay McBain: We’ve done a very poor job. Of talking about the available markets and obtainable markets underneath it, we, we’ve shown them theory. We’ve shown them a bunch of, you know, really smart stuff, and PowerPoint slides up the wazoo, but we’ve never quantified it for them. If they wanna win, if they want to get access, if they want to double their pipeline, triple their pipeline, if they wanna start winning more deals, if they wanna win deals that are three times larger, they close two times faster. [00:42:31] Jay McBain: And they renew 15% larger. They have to get into the available and obtainable markets. So just in the last couple weeks I spoke at Cribble, I spoke at Octane, I spoke at CrowdStrike Falcon. All three of those companies at the CEO level, main stage use those exact three numbers, three x, two x, 15%. That’s the language of platforms, and they’re investing millions and millions and millions of dollars on teams. [00:42:59] Jay McBain: To go build out the Sam Andal in name spaces and places. So you’ve heard me talk about these 28 moments a lot. They’re the ones that you spend when you buy a car. Some people spend one moment and they drive to the Cadillac dealership. ’cause Larry’s been, you know, taking care of the family for 50 years. [00:43:18] Jay McBain: Some people spend 50 moments like I do, watching every YouTube video and every, you know, thing on the internet. I clear the internet cover to cover. But the fact is, is every deal averages around these 28 moments. Your customer, there’s 13 members of the buying committee today. There’s seven partners and they’re buying seven things. [00:43:37] Jay McBain: There’s 27 things orchestrating inside these 28 moments. And where and how they all take place is a story of partnering. So a couple of years ago, canals. Latin for channel was acquired by amia, which is a part of Informa Tech Target, which is majority owned by Informa. All that being said, there’s hundreds of magazines that we have. [00:44:00] Jay McBain: There’s hundreds of events that we run. If somebody’s buying cybersecurity, they probably went to Black Hat or they probably went to GI Tech. One of these events we run, or one of the magazines. So we pick up these signals, these buyer intent signals as a company. Why did they wanna, um, buy a, uh, a Canals, which was a, you know, a small analyst firm around channels? [00:44:22] Jay McBain: They understood this as well. The 28 moments look a lot like this when marketers and salespeople are busy filling in the spots of every deal. And by the way, this is a real deal. AstraZeneca came in to spend millions of dollars on ASAP transformation, and you can start to see as the customer got smart. [00:44:45] Jay McBain: The eBooks, they read the podcasts, they listened to the events they went to. You start to see how this played out over the long term. But the thing we’ve never had in our industry is the light blue boxes. This deal was won and lost in December. In this particular case, NTT software won and Yash came in and sold the customer five projects. [00:45:07] Jay McBain: The millions of dollars that were going to be spent were solved here. The design and architecture work was all done here. A couple of ISVs You see in light blue came in right at the end, deal was closed in April. You see the six month cycle. But what if you could fill in every one of the 28 boxes in every single customer prospect that your sales and marketing team have? [00:45:30] Jay McBain: But here’s the brilliance of this. Those light blue boxes didn’t win the deals there. They won the deals months before that. So when NTT and Software one walked into this deal. They probably won the deal back in October and they had to go through the redlining. They had to go through the contracting, they had to go through all the stuff and the Gantt chart to get started. [00:45:54] Jay McBain: But while your CMO is getting all excited about somebody reading an ebook and triggering an MQL that the sales team doesn’t want, ’cause it’s not qualified, it’s not sales qualified, you walk in and say, no, no. This is a multimillion deal, dollar deal. It’s AstraZeneca. I know the five partners that are coming in in December to solidify the seven layers, and you’re walking in at the same time as the CMOs bragging about an ebook. [00:46:21] Jay McBain: This changes everything. If we could get to this level of data about every dollar of our tam, we not only outgrow our competitors, we become the platforms of the next generation. Partnering and ultimate partnering is all here. And this is what we’re doing in this room. This is what we’re doing over these couple of days, and this is what, uh, the mission that Vince is leading. [00:46:43] Jay McBain: Thank you so much. [00:46:47] Vince Menzione: Woo. Day in the house. Good to see you my friend. Good to see you. Oh, we’re gonna spend a couple minutes. Um, I’m put you in the second seat. We’re gonna put, we’re gonna make it sit fireside for a minute. Uh, that was intense. It was pretty incredible actually, Jay. And so I’m, I think I wanna open it up ’cause we only have a few minutes just to, any questions? [00:47:06] Vince Menzione: I’m sure people are just digesting. We already have one up here. See, [00:47:09] Question: Jay knows I’m [00:47:10] Vince Menzione: a question. I love it. We, I don’t think we have any I can grab a mic, a roving mic. I could be a roving mic person. Hold on. We can do this. This is not on. [00:47:25] Vince Menzione: Test, test. Yes it is. Yeah. [00:47:26] Question: Theresa Carriol dared me to ask a question and I say, you don’t have to dare me. You know, I’m going to Anyway. Um, so Jay, of the point of view that with all of the new AI players that strategic alliances is again having a moment, and I was curious your point of view on what you’re seeing around this emergence and trend of strategic alliances and strategic alliance management. [00:47:52] Question: As compared to channel management. And what are you seeing in terms of large vendors like AWS investing in that strategic alliance role versus that channel role training, enablement, measurement, all that good stuff? [00:48:06] Jay McBain: Yeah, it’s, it’s a great question. So when I told the story about toast at the restaurant or Square or Clover, they’re not call, they’re not gonna call open AI or Nvidia themselves either. [00:48:17] Jay McBain: When you look out at the 250,000 ISVs. That make up this AI stack, there is the layers that happen there. So the Alliance with AWS, the alliance they have with Microsoft or Google is going to be how they generate agent AI in their platforms. So when I talk about a seven layer stack, the average deal being seven layers, AI is gonna drive this to nine, and then 11, then probably 13. [00:48:44] Jay McBain: So in terms of how alliances work, I had it up there as one of the five core strategies, and I think it’s pretty even. You can have the best alliances in the world, but if the seven partners trusted by the customer don’t know what that alliance is and the benefits to the customer and never mention it, it’s all for Naugh. [00:49:00] Jay McBain: If you’re go-to market, you’re co-selling, your co-marketing strategies are not built around that alliance. It’s all for naught. If the integration and the co-innovation, the co-development, the all the co-creation work that’s done inside these alliances isn’t translated to customer outcomes, it’s all for naugh. [00:49:17] Jay McBain: These are all five parallel swim lanes. All five are absolutely critically needed. And I think they’re all five pretty equally weighted in terms of needing each other. Yes. To be successful in the era of platforms. Yeah. [00:49:32] Vince Menzione: And the problem is they’re all stove pipe today. If, if at all. Yeah. Maintained, right. [00:49:36] Vince Menzione: Alliances is an example. Channels and other example. They don’t talk to one another. Judge any, we’ve got a mic up here if anybody else has. Yep. We have some questions here, Jacqueline. [00:49:51] Question: So when we’re developing our channel programs, any advice on, you know, what’s the shift that we should make six months from now, a year from now? The historical has been bronze, silver, gold, right? And you’ve got your deal registration, but what’s the future look like? [00:50:05] Jay McBain: Yeah, so I mean, the programs are, are changing to, to the point where the customer should be in the middle and realizing the seven partners you need to win the deal. [00:50:15] Jay McBain: And depending on what category of product you’re in, security, how much you rely on resell, 91.6%. You know, the channel partners are gonna be critical where the customer spends the money. And if you’re adding friction to that process, you’re adding friction in terms of your growth. So you know, if you’re in cybersecurity, you have to have a pretty wide open reseller model. [00:50:39] Jay McBain: You have to have a wide open distribution model, and you have to make sure you’re there at that point of sale. While at the same time, considering the other six partners at moment 12 who are in either saying nice things about you or not, the customer might even be starting with you. ’cause there is actually one thing that I didn’t mention when I showed the 28 moments filled in. [00:51:00] Jay McBain: You’ll notice that the customer went to AWS twice direct. AWS lost the deal. Microsoft won the deal software. One is Microsoft’s biggest reseller in the world. They just acquired crayon. NTT who, who loves both had their Microsoft team go in. [00:51:18] Question: Mm. [00:51:19] Jay McBain: So I think that they went to AWS thinking it was A-W-S-S-A-P, you know, kind of starting this seven layer stack. [00:51:25] Jay McBain: I think they finished those, you know, critical moments in the middle looking at it. And then they went back to AWS kind of going probably WWTF. Yeah. What we thought was happening isn’t actually the outcome that was painted by our most trusted people. So, you know, to answer your question, listen to your partners. [00:51:43] Jay McBain: They want to be recognized for the other things they’re doing. You can’t be spending a hundred percent of the dollars at the point of sale. You gotta have a point of system that recognizes the point of sale, maybe even gold, silver, bronze, but recognizing that you’re paying for these other moments as well. [00:51:57] Jay McBain: Paying for alliances, paying for integrations and everything else, uh, in the cyber stack. And, um, you know, recognizing also the top 1000. So if I took your tam. And I overlaid those thousand logos. I would be walking into 2026 the best I could of showing my company logo by logo, where 80% of our TAM sits as wallet share, not by revenue. [00:52:25] Jay McBain: Remember, a million dollar partner is not a million dollar partner. One of them sells 1.2 million in our category. We should buy them a baseball cap and have ’em sit in the front row of our event. One of them sells $10 million and only sells our stuff if the customer asks. So my company should be looking at that $9 million opportunity and making sure my programs are writing the checks and my coverage. [00:52:48] Jay McBain: My capacity and capability planning is getting obsessed over that $9 million. My farmers can go over there, my hunters can go over here, and I should be submitting a list of a thousand sorted in descending order of opportunity. Of where my company can write program dollars into. [00:53:07] Vince Menzione: Great answer. All right. I, I do wanna be cognizant of time and the, all the other sessions we have. [00:53:14] Vince Menzione: So we’ll just take one other question if there are any here and if not, we’ll let I know. Jay, you’re gonna be mingling around for a little while before your flight. I’m [00:53:21] Jay McBain: here the whole day. [00:53:22] Vince Menzione: You, you’re the whole day. I see that Jay’s here the whole day. So if you have any other questions and, and, uh, sharing the deck is that. [00:53:29] Vince Menzione: Yep. Alright. We have permission to share the deck with the each of you as well. [00:53:34] Jay McBain: Alright, well thank you very much everyone. Jay. Great to have you.

Welcome back to the Ultimate Guide to Partnering® Podcast. AI agents are your next customers. Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ Jen Odess, Group Vice President of Partner Excellence at ServiceNow, joins Vince Menzione to discuss the company’s incredible transformation from an IT ticketing solution to a leading AI-native platform for business transformation. Jen dives deep into how ServiceNow has strategically invested in and infused AI into its unified platform over the last decade, enabling over a billion workflows daily. She also outlines the critical role of the partner ecosystem, which executes 87% of all implementations, and reveals the company’s strategic initiatives, including its commitment to the hyperscaler marketplaces, the goal to hit half a billion dollars in annual contract value for its Now Assist AI product, and the push for partners to adopt an ‘AI-native’ methodology to capitalize on the fact that customers still want over 70% of AI buying to be done through partners. Key Takeaways ServiceNow is an ‘AI-native’ company, having invested in and built AI directly into its unified platform for over a decade. The company’s core value today is in its unified AI platform, single data model, and leadership in workflows that connect the entire enterprise. ServiceNow will hit $500 million in annual contract value for its Now Assist AI products by the end of 2025, making it the fastest-growing product in company history. An astonishing 87% of all ServiceNow implementations are done by its global partner ecosystem, highlighting their crucial role. The company is leveraging the half-trillion-dollar opportunity of durable cloud budgets by driving marketplace transactions and helping customers burn down cloud commits using ServiceNow solutions. To win in the AI era, partners must adopt AI internally, co-innovate on the platform, and strategically differentiate themselves to rank higher in the forthcoming agentic matching system. Key Tags: ServiceNow, AI-native platform, Now Assist, Jen Odess, partner excellence, workflow leader, AI platform for business transformation, hyperscalers, Microsoft Azure, Google Cloud, AWS, marketplace transactions, cloud commits, AIDA model, agentic matching, F-Pattern, Z-Pattern, group vice president, MSP, GSI, co-innovation, autonomous implementation, technical constraints, visual hierarchy, UX, UI, responsive design. Ultimate Partner is the independent community for technology leaders navigating the tectonic shifts in cloud, AI, marketplaces, and co-selling. Through live events, UPX membership, advisory, and the Ultimate Guide to Partnering® podcast, we help organizations align with hyperscalers, accelerate growth, and achieve their greatest results through successful partnering. Transcript: Jen Odess Audio Podcast [00:00:00] Jen Odess: The AI platform for business transformation, and I love to say to people, it sounds like a handful of cliche words that just got stacked together. The AI platform for business transformation. Yeah. We all know these words, so many companies use ’em, but it is such deliberate language and I love to explain why. [00:00:20] Vince Menzione: Welcome to, or welcome back to The Ultimate Guide to Partnering. I’m Vince Menzi on your host, and my mission is to help leaders like you achieve your greatest results through successful partnering. Today we have a special leader, Jen Odes is the GVP for Partner Excellence at ServiceNow. And joins me here in the studio in Boca Raton. [00:00:40] Vince Menzione: Jen, welcome to the podcast. Thanks, Vince. It’s so great to be here. I am so thrilled to welcome you. To Boca Raton, Florida. Our podcast home look at this amazing background we have Here is this, and this is where we host our ultimate partner Winter retreat. Actually, in February, we’re gonna give that a plug. [00:00:58] Vince Menzione: Okay. I’d love to have you come back. I’d love to have an invite. And you flew in this morning from Washington DC [00:01:04] Jen Odess: I did. It was 20 degrees when I left my house this morning and this backdrop. Is definitely giving me, island South Florida like vibes. It’s fabulous. [00:01:13] Vince Menzione: And we’re gonna talk about ServiceNow. [00:01:14] Vince Menzione: And you’re also opening an office down here? We [00:01:17] Jen Odess: are [00:01:17] Vince Menzione: in West Palm Beach. Not too far from where we are. Yes. Later 2026. Yeah. I love that. And then so we’ll work on the recruiting year, but let’s dive in. Okay. So thrilled to have ServiceNow and to have you in the room. This has been an incredible time for your organization. [00:01:31] Vince Menzione: I have been watching, obviously I work with Microsoft. We’ve had Google. In the studio, Amazon onboard as well. And other than those three organizations, I can’t think of any other legacy organization that has embraced AI more succinctly than ServiceNow. And I thought we’d start there, but I really wanna spend some time getting to know you and getting to know your role, your mission, and your journey to this incredible. [00:01:57] Vince Menzione: Leadership role as a global vice president. We’ll talk about Or [00:02:01] Jen Odess: group. Group Vice president. I know it doesn’t roll off the tongue. I get it. A group vice president doesn’t roll. [00:02:05] Vince Menzione: G-V-P-G-V-P doesn’t roll off the time. And in some organizations it is global. It is in other organizations, it’s group. So let’s, you’re not [00:02:12] Jen Odess: the first to say global vice president. [00:02:14] Jen Odess: Okay. I’ll take either way. It’s fine. [00:02:15] Vince Menzione: Yeah. Yeah. And might be a promotion. Let’s talk. Let’s talk about that. Let’s talk about you and your career journey and your mission. [00:02:22] Jen Odess: Yeah, so I’ve been at ServiceNow for five years. In fact, January will be like the five year anniversary and then it will be the beginning of my sixth year. [00:02:31] Jen Odess: Amazing. And I actually got hired originally to build out the initial partner enablement function. So it didn’t really exist five years ago. There was certainly enablement that happened to Sure. All individuals that were. Using, consuming, buying ServiceNow, working with ServiceNow. But the partner enablement function from pre to post-sale, that whole life cycle didn’t exist yet. [00:02:54] Jen Odess: So that was my initial job. I got hired to run partner enablement and it before. And how big [00:02:59] Vince Menzione: was your partner organization at that point? It must have been pretty small. [00:03:01] Jen Odess: It was actually not as small as you would think. Gosh, that’s a great question. You’re challenging my memory from five years ago. [00:03:08] Jen Odess: I know that we’re over 2,500 partners today and we add hundreds every year, so it had to have been in the low one thousands. Wow. Is where we were five years ago. But the maturity of the ecosystem is grossly larger today than it was then. I can imagine. So back then there was less than 30,000 individuals that were skilled on ServiceNow to sell or solution or deliver. [00:03:34] Jen Odess: Today there’s almost a hundred thousand. Wow. So yeah that’s like the maturity in the capability within the ecosystem. But before I start on my ServiceNow and my group vice president. Which is a great role, by the way. Group Vice President. Yeah. Partner Excellence group. I’m very proud of it. [00:03:49] Jen Odess: But but let me tell you what brought me here, please. So I actually came from a partner, but not in the ServiceNow ecosystem. Okay. I won’t name the partner, but let’s just say it’s a competitor, a competitive ecosystem. And I worked for a services shop that today I would refer to as multinational. [00:04:11] Jen Odess: Kind of a boutique darling, but with over 1,500 consultants, so Okay. A behemoth as well? Yeah. Privately held. And we were a force to be reckoned with, and it was really fun. I held so many roles. I was a customer success manager. I led the data science practice at one point. I ran global alliances and partnerships. [00:04:35] Jen Odess: At one point I was the chief of staff to the CEO at the time that company was acquired. Big global si. And and then at one point I even spun off for the big global SI and helped run a culture initiative to transform co corporate culture. Wow. Very inside the whole organization. Wow. That is very, yeah. [00:04:54] Jen Odess: Really interesting set of roles. And the whole reason I came to ServiceNow is by the time I was concluding that journey in that ecosystem on the services side, I felt like. I didn’t fully understand what it meant to be on the software product side. And I often felt like I approached friction or moments of frustration and heartache with resentment for the software company. [00:05:20] Jen Odess: Sure. Or maybe just a lack of empathy for what they must be going through as well. It always felt like I was on the kind of [00:05:26] Vince Menzione: negative you were on the other side of the table. Totally. [00:05:27] Jen Odess: Yeah. And, or maybe like the redheaded stepchild kind of a concept as a partner. And so I sought out to. Learn more, which is probably a big piece of my journey is just constant curiosity. [00:05:38] Jen Odess: Nice. And I thought I think the thing I’m missing is seeing what it means firsthand to be on the software product side. And that was what led me to a career at ServiceNow. Five years strong. Yeah. So [00:05:50] Vince Menzione: talk about partner experience for those who don’t know what that means. [00:05:53] Jen Odess: Yeah. Today my role is partner excellence, but it used to be partner experience. [00:05:58] Jen Odess: Okay. And so the don’t. Yeah, that’s normal to say both things. And they actually mean two very different things. [00:06:04] Vince Menzione: Yeah, I would say so. [00:06:05] Jen Odess: And we deliberately changed the title about a year ago. So today, partner Excellence is about really ensuring that we build a vibrant AI led ecosystem. And that’s from the whole life cycle of the partner, from the day they choose to be a partner and onboard, and hopefully to the day they’re just. [00:06:23] Jen Odess: Thriving and growing like crazy, and then across the whole life cycle of the customer pre to post sale. So it’s, we are almost like the underpinning and the infras infrastructure. Someone once said it’s like we’re the insurance policy of all global partnerships and channels. That’s how we operate across global partnerships and channels and service Now. [00:06:42] Vince Menzione: And you have a very intimate relationship with those partners. We’re gonna dive in on that as well. Yes. But let’s talk about this time like no other. I talk about tectonic shifts at all of our events. People that listen to our podcasts know we talk about the acceleration of transformation, and it’s happening so fast. [00:06:58] Vince Menzione: It was happening fast even during COVID. But then. I’ll call this date or time period, the November 20, 22 time period when Chat GPT launched. Oh yeah. And that really changed the world in many respects, right? Yeah. Microsoft had already leaned in with chat, GPT, Google, we talked to Google about this. [00:07:17] Vince Menzione: Even having them in the room was like, they were caught flatfooted in a way, and they had a lot of the technology and they didn’t lean in. But it feels like ServiceNow was one of the first, certainly on the ISV side of the house and refer to the term ISV. Loosely, because hyperscalers are ISVs as well. [00:07:34] Vince Menzione: They were early to lean in and have leaned it in such a way from a business application perspective that I believe we haven’t seen embracing and infusing AI into your platform. I was hoping we could dive in a little bit on ServiceNow from a. Kinda legacy, what the organization was and is today. [00:07:56] Vince Menzione: And then also this infusion of AI into the platform. If you don’t mind, [00:07:59] Jen Odess: I love this topic. Okay. And I feel like it’s such a privilege to talk about ServiceNow on this topic because we really are a leader in the category. I’ll almost rewind back to over 20 years ago when the company was founded. [00:08:11] Jen Odess: Today, fast forward, we are so much more than an IT ticketing company. We are, [00:08:16] Vince Menzione: but that was the legacy. That’s how I knew service now 20 years ago. [00:08:19] Jen Odess: And what a beautiful legacy. Yeah. But we have expanded immensely beyond that. And that’s the beautiful story to tell customers. That’s so fun. [00:08:28] Jen Odess: But what what I love is that. So 20 years ago, that was where we started. And today, do you know that over a billion workflows are put to work every single day for our customers? A billion [00:08:38] Vince Menzione: workflows, over a billion workflows. That’s crazy. [00:08:40] Jen Odess: And 87% of all implementations for ServiceNow were done by partnerships. [00:08:46] Jen Odess: And channels. That’s fantastic. So you think about those billion plus workflows daily, all because of our partner ecosystem. This is my small plug. I’m just very proud 80, proud 86%. [00:08:56] Vince Menzione: Did you hear that? Part’s 86%. [00:08:57] Jen Odess: Amazing. And so that’s like what we’re, that’s what we’re a leader in the category. We are a leader in workflows categorically. [00:09:05] Jen Odess: But then over a decade ago, we started investing in ai. We started building it right into our platform, and this becomes the next kind of notch on our belt, which is we are a unified platform. Nothing is bolted on, nothing is just apid in. Yeah, it is a unified platform. So all of that AI that for the past decade we’ve been building in into our platform. [00:09:28] Jen Odess: Just in our AI platform, which is now what we are calling it, the AI platform. [00:09:34] Vince Menzione: And I would say that unless you were a startup starting up from scratch today and building on an LLM, we were building in a way I don’t think any other organization’s gonna actually state that [00:09:45] Jen Odess: what’s actually why we call ourselves AI native. [00:09:47] Jen Odess: Yeah, beca for that exact reason. And that’s who we’re competing with a lot these days, is the truly AI native startups where they didn’t have, the 20 years. Previously that we had, but that’s what makes us so unique in the situation, is that unified AI platform, a single data model that can connect to anything. [00:10:07] Jen Odess: And then the workflow leader. And when you put all those things together, AI plus data, plus workflows and that’s where the magic happens. Yeah. Across the enterprise. It’s pretty cool. [00:10:17] Vince Menzione: That is very cool. And you start thinking about, and we start talking about agent as a, as an example. Let’s talk about this for a second. [00:10:23] Vince Menzione: You, when what is this bolt-on, we could use the terms co-pilot, we could use Ag Agent ai, but they are generally bolted onto an existing application today. So take us through the 10 years and how it has become a portion or a significant portion. Of ServiceNow. [00:10:41] Jen Odess: When say the question a little bit more. [00:10:43] Jen Odess: Like when you say it’s, yeah, when which examples have bolted on? [00:10:47] Vince Menzione: So exa, we, what we see today is the hyperscalers coming out with their own solution sets, right? They’re taking and they’re offering it up to their ecosystem to infuse it into their product and portfolio. To me, those that look like bolted on in many respects, unless it’s an AI need as a native organization, a startup organization. [00:11:07] Vince Menzione: They’re mostly taking and re-engineering or bolting onto their existing solutions. [00:11:12] Jen Odess: I follow. Yeah. Thank you for giving me a little more context. So I call this our any problem. It’s like one of the best problems to have we can connect into. Anything, any cloud, any ai, any platform, any system, any data, any workflow, and that’s where any hyperscaler, and that’s the part that makes it so incredible. [00:11:32] Jen Odess: So your word is bolt on, and I use the word any the, any problem. Yeah. We’ve got this beautiful kind of stack visual that just, it’s like it just one on top of the other. Any. Any, and no one else can really say that. I gotta see [00:11:45] Vince Menzione: that visual. Yeah. Yeah. So talk about this a little bit more. So you’re uniquely positioned. [00:11:52] Vince Menzione: Let’s talk about how you position, you talked about being AI native. What does that imply and what does that mean in terms of the evolution of the platform? From ticketing to workflows to the business applications? What are the type of applications Yeah. Markets, industries that you’re starting to see. [00:12:08] Jen Odess: So I’ll actually answer this with, taking on a small, maybe marketing or positioning journey. So there was a time when our tagline would be The World Works with ServiceNow. There was a time when it was, we put AI to work for people and today and it, I think it was around Knowledge 2025, this came out. [00:12:28] Jen Odess: It was the AI platform for business transformation. And I love to say to people, it sounds like a handful of. Cliche words that just got stacked together. The AI platform for business transformation. Yeah. We all know these words, so many companies use ’em, but it is such deliberate language and I love to explain why. [00:12:46] Jen Odess: So the first is the AI platform is calling out that we are an AI native platform. We are a unified platform. It’s a chance to say all that goodness I already shared with you. Yeah. And the business transformation is actually telling the story of no longer being a solution. Point or no longer being an individual product that does X. [00:13:06] Jen Odess: It’s about saying. The ServiceNow platform can go north to south and east to west across your entire enterprise. Okay. Up and down the entire tech stack. Any. And then east to west, it can cut across the enterprise, the C-suite, the buying centers, all into one unified AI platform. With one data model. [00:13:26] Jen Odess: I love it. And so I love that AI platform for business transformation actually has so much purpose. [00:13:32] Vince Menzione: It does. So you’re going across the stack, so you’re going all the way from the bottom layer, all the way up to the top from the ue. Ui. And then you’re going across the organization, right? You’re going across the C-suite, you’re going across all the business functions of an organization. [00:13:46] Vince Menzione: Correct. And so the workflows are going across each of those business functions? [00:13:49] Jen Odess: Correct. And then our AI control tower is sitting at the very top, governing over all of it. [00:13:53] Vince Menzione: I love the control tower. [00:13:54] Jen Odess: I know the governance, security risk protocol, managing all the agents interoperability. Yeah. [00:14:01] Vince Menzione: And then data at the very bottom right. [00:14:03] Vince Menzione: Controlling all those elements and the governance of the data and the right, the cleanliness of the data and so on. Yeah. That’s incredible. I we could probably talk about business applications. I know one, in fact, I’ve had a person sit in this, your chair from we’ll call it a large GSIA very significant GSI one of the top five. [00:14:21] Vince Menzione: And they took ServiceNow and they applied it to their business partnering function. And they used, and we, you probably don’t know about this one, but I know that that’s a, an example of taking it and applying it all across all the workflows, across all the geographies of the organization and taking a lot of the process that was all done manually. [00:14:40] Vince Menzione: That was stove pipe business processes that were all stove piped and removing the stove pipe and making for a fluid organizational flow. [00:14:47] Jen Odess: And I’ll bet you the end user didn’t even realize ServiceNow was the backend. That’s some of the greatest examples actually. [00:14:53] Vince Menzione: Yeah. Yeah. So Jen, we work with all the hyperscalers. [00:14:56] Vince Menzione: We have a very strong relationship with Microsoft. Goes back many years, my back to my days at Microsoft and we’ve had Google in the room. We have AWS now as well. We bring them all together because we believe that partners work with, need to work with all three. And I know that you have had an interesting transformation at ServiceNow around the hyperscalers. [00:15:16] Vince Menzione: I was hoping you could dive in a little deeper with us. [00:15:19] Jen Odess: Yeah. We are so proud of our relationships with the hyperscalers, so the same three, so it’s Microsoft Azure, Google Cloud, and AWS. And really it’s it’s a strategic 360 partnership and our goal is really to drive marketplace transactions. [00:15:34] Jen Odess: So ServiceNow selling in all of their marketplaces and then. Burn down of our customers cloud commits. I love it. It’s really a beautiful story for our customers and for the hyperscalers and for ServiceNow. And so we’ve, it’s brand, it’s a brand new announcement from late in the year 2025. Love it. And we’re really excited about it. [00:15:51] Vince Menzione: Yeah. And then we, and we get all of the marketplace leaders in the room. So we’ve worked with all of those people. And one of the key points about this is there is over a half a trillion dollars in durable cloud budgets with customers that [00:16:08] Vince Menzione: Already committed to, I know, so that tam available, a half a trillion dollars is available to customers to burn down and utilize your solutions and professional services with partners as well in terms of driving a complete solution. [00:16:21] Jen Odess: That’s exactly the motion we’re pushing is to go and leverage those cloud commits to get on ServiceNow and in some cases, maybe even take out other products to go with ServiceNow and actually end up funding the transition to ServiceNow. Yeah. Yeah. [00:16:37] Vince Menzione: So you serve thousands of customers today, thousands of customers. [00:16:42] Vince Menzione: I can’t even. Fathom the exact number, but you have this partner ecosystem that you described, and their reach is even more incredible, like hundreds of thousands. Yeah. So tell us a little bit more about how you think about that, and then how do you drive the partner ecosystem in the right way to drive this partner excellence that you described. [00:17:02] Jen Odess: Yeah, that’s a great question. So yeah, thousands of ServiceNow customers and we’re barely scratching the surface in comparison to our partners customers. So we have over 2,500 partners Wow. In our ecosystem. And today they cut across what I would call five routes to market. That partners can go to market with ServiceNow. [00:17:21] Jen Odess: Okay. The first is consulting and implementation. This will be your classic kind of consulting shop or GSI approach. The second is resell, just like it sounds. Yep. [00:17:30] Vince Menzione: Transactional. [00:17:31] Jen Odess: Yep. The third is managed service provider. [00:17:33] Vince Menzione: Okay. [00:17:34] Jen Odess: The fourth is what we call build, which is. The ISV, strategic Tech partner realm, and then the fifth is hyperscaler. [00:17:43] Jen Odess: Those are the five routes to market. So partners can choose to be in one or all or two. It doesn’t matter. It’s whichever one fits the kind of business they want to go drive. Nice. Where they’re. Expertise lies. And then we’ve got partners that show up globally, partners that show up multinational and partners that show up regionally and then partners that show up locally, in country and that’s it. [00:18:06] Jen Odess: And we really want a diverse set of partners capable of delivering where any of our customers are. So it’s important that we have that dynamic ecosystem where we really push them. We’re actually trying hard to balance this. Yeah, you would’ve heard it from many of your other partners. This direct versus indirect. [00:18:24] Jen Odess: Yes. Motion. For anyone listening that doesn’t know the difference, right? Direct is ServiceNow is selling direct to a customer, there might be a partner involved influencing that will implement. Yeah, likely but ServiceNow is really driving the sale versus indirect where the whole thing routes through the partner. [00:18:39] Jen Odess: Right? Which is your classic reseller or managed service provider and often a an ISV. And you know that balance is never gonna be perfect ’cause we’re not gonna commit to go all direct or all indirect. We’re gonna continue to sit in this space where we’re trying to find a healthy balance. [00:18:56] Jen Odess: So I find a lot of our time trying to figure out how do you set all those parties up for success? Yeah. The parties are the ServiceNow field sellers? And then you’ve also got the partnerships and channels, so the ecosystem, and then you’ve got the people in global partnerships and channels. So my broader organization, and we’re all trying to figure out how to work harmoniously together and it’s a lot of, it is my job to get us there. [00:19:19] Jen Odess: And so we use lots of things like incentives and benefits and we will put in place gated entry, really strategic gated entry. What does [00:19:29] Vince Menzione: gated entry mean? [00:19:30] Jen Odess: Yeah. What I mean is if you want to have a chance at being matched with a customer Yeah. For a very specific deal. Or it’s really one of three to get matched. [00:19:41] Jen Odess: ‘Cause you can never match one-to-one. It has to be three or more. Okay. We have good compliance rules in place. Yeah. But in order to even. Like surface to the top of the list to be matched. There’s a gated entry, which is, you’ve gotta have validated practices. Okay. Which is how, it’s these various ways, as you described, you quantify and qualify the partner’s capabilities. [00:20:00] Vince Menzione: Yeah. So you have to meet these qualifications. Yes. And you could be one of three to enter and be. Potentially matched, considered significant or Yes. Match for this deal? [00:20:08] Jen Odess: Yes, that’s exactly right. So we use, various things like that. And then we try to carve what I would call dance card space reseller in commercial, try to sit here and like carve by geo, by region, by country dance card space as well to help the partners really know exactly where they can unleash versus, hey, this is the process and the rules of engagement. To go and sell alongside the direct org sales organization [00:20:33] Vince Menzione: and you’re gonna have multiple partners in the same opportunities. [00:20:37] Vince Menzione: Absolutely not. Not necessarily competing with each other. There’s three competing each with each other, but also you’re gonna have other partners that provide different capabilities as well. You might have that have some that are just transac. Those are gonna be those channel or reseller partners. [00:20:52] Vince Menzione: You might have an MSP that’s actually delivering, or at least providing some type of managed service on top of the stack. Like supporting the customer. Yeah. And then you might have an SI GSI an integration partner that’s also doing the con the consulting work around getting the solution to meet with the customer’s requirements. [00:21:12] Vince Menzione: Would you say [00:21:13] Jen Odess: so? That’s exactly right. Yeah. And actually in. AI era, we’re seeing more of it than ever. And even on the smaller deals, maybe not the GSIs on the smaller deals, but we’re seeing multiple partners come in to serve up their specific expertise, which is actually a best practice. That’s [00:21:33] Vince Menzione: terrific. [00:21:33] Jen Odess: We don’t want. If you’ve got an area that’s a blind spot and you’re a partner, but that’s something your customer is buying from you, there’s no harm in saying let’s bring in an expert in that category to deliver that piece of the business. That’s right. And we’ll maybe shadow and watch alongside. [00:21:46] Jen Odess: So we’re seeing more and more of it. And I actually think like the world of. Partnerships and ecosystems. If I go back to like my previous ecosystem as well, it’s become so much more communal than ever before. Yes. This idea that we can share and be more open and maybe even commiserate over the things, gosh, I can’t believe we have the same frustrations or we have the same. [00:22:09] Jen Odess: Wow, that’s amazing. And you’re in this country. And I’m in this country. And so we’re seeing more and more coming together on deals which I really respect a lot. ’cause So one of the new facts we’ve just learned actually, Vince, is that. Of all the ai buying that customers are doing out there, they actually still want over 70% of it to be done by partners. [00:22:32] Vince Menzione: Yes. [00:22:33] Jen Odess: So even though it looks like it could be maybe set up easy configured, easy plug and play it. It to get, it’s not real ROI. You still need a partner with expertise in that industry or that domain, or in that location or in that language to come and bring the value to life. And we will certainly accelerate, help accelerate time to value with things that ServiceNow will do for our partners. [00:22:56] Jen Odess: But if over 70% is gonna go to partners and AI is so new, wouldn’t you want more than one partner Sometimes on a absolutely on a deal, at least while we’re all learning. I think we can keep ebbing and flowing [00:23:07] Vince Menzione: on this. We you, I dunno if Jay McBain, ’cause we’ve had him in the room here and he is a, he’s an analyst that does a lot of work around this topic. [00:23:14] Vince Menzione: And we talk about the seven seats at the table because there are, again, you need more you, first of all, you need to have your trusted, you need to have the organizations that you work with. And you also, in the world of ai, with all of the tectonic shifts, all the constant changing that’s going on right now, I need to make sure that I have the right. [00:23:31] Vince Menzione: People by my side that I can trust, they can help me deliver what I need to deliver. ’cause it might have changed from six months ago. And the technology is changing. Everything is changing so rapidly right now. So again, having all those right people I want to pick up on something ’cause we talked a little bit about MSPs and they’ve become a favorite topic of ours. [00:23:52] Vince Menzione: I have become acutely aware of the Ms P community recently. I kinda looked at them as well. There’s little small partners, but you’ve suggested this as well. They have regional expert, they have expertise in a specific area. And can be trusted, and maybe you’re integrating multiple solution sets for a customer. [00:24:11] Vince Menzione: But we’ve seen this MSP community become very vibrant lately, and I feel like they woke up to technology and to AI in such a big way. Can you comment on that? [00:24:20] Jen Odess: So we feel and see the same thing I’ve always valued what managed service providers bring to the table. It’s like that. [00:24:26] Jen Odess: Classic are you a transformation shop or are you a ta? The tail end or the run business shop? And so many partners are like we’re both, and I wanna be like, but are you? But now I feel like we finally are seeing the run business is so fruitful. So AI is innovating. All the time. [00:24:46] Jen Odess: We, we are innovating as a AI platform all the time. What used to be six month, every six months family releases of our software. Yeah. It became quarterly and now we’re practically seeing releases of new innovation every six to eight weeks. So why wouldn’t you want a managed service provider? Paying close attention to your whole instance on ServiceNow and taking into account all the latest innovation and building it into your existing instance, and then looking out for what new things you should be bringing in. [00:25:20] Jen Odess: So that’s the beauty of the, it’s almost partnerships, observing, and then suggesting how to keep. Doing better and more and better versus always jumping straight back to complete redesign and transformation. Yeah, and that’s one of the things I like about the MSPs in this space. [00:25:36] Vince Menzione: So let’s broaden out from this part of the conversation ’cause you’re giving specific guidance to the MSPs, but let’s think about this whole partner community. [00:25:43] Vince Menzione: And you’ve seen this transformation coming over to ServiceNow and even within ServiceNow these last five years. How do these organizations need to think differently? And how do they need to structure their services in this newent world? [00:25:58] Jen Odess: Great question. There’s really four things that I think they have to be thoughtful of. [00:26:02] Jen Odess: The first is maybe the most obvious they have to adopt AI as their own ways of doing work methodology. Delivery, whatever it is, because only through the, it’s not about taking out people in jobs, it’s about doing the job faster, right? It’s about getting the customer to value faster so that adoption of AI will make or break some partners. [00:26:24] Jen Odess: And our goal is that every partner comes on the other side of this AI journey, thriving and surviving. So we’re really pushing. This agenda. And maybe later I can talk to you a little bit more about this autonomous implementation concept. Please. ’cause I that will [00:26:37] Vince Menzione: resonate. So you’re saying they need to, we used to use the term eat their own dog food. [00:26:41] Vince Menzione: Now it’s drink your own champagne. Yeah. But they need to adopt it as well internally. [00:26:46] Jen Odess: Yeah. And I think whether they’re using, I hope they’re using ServiceNow as like a client, zero. To do some of that adoption. But there’s lots of other tools that are great AI tools that will make your job and your day-to-day life and the execution of that job easier. [00:26:59] Jen Odess: So we want them adopting all of that. The second is, we really need to see partners. Innovating on the ServiceNow platform. Yeah. And whether that’s building agents AI agents that go into the ServiceNow store, whether it’s building a really fantastic solution that we wanna joint jointly go to market with, or maybe it’s one of those embedded solutions you were commenting where the end user doesn’t even know that the backend, like a tax and audit solution that is actually just. [00:27:29] Jen Odess: The backend is all ServiceNow. Yeah. But that partner is going to market and selling it to all their customers. Exactly. So I think this co-innovation is gonna be a place that we will really win in market. The third is if a partner wants to stand out right now, they have to differentiate on paper too. [00:27:47] Jen Odess: It’s gotta like what does that mean? So if there’s 2,500 partners. And it’s not like we don’t walk around and just say, you should talk to this partner. Yeah. Or here’s my secret list. You should, we don’t do that. That’s not good business and it’s not compliant. So we have algorithms that take all the quantitative and qualitative data on our partners and they know all the data points ’cause it’s part of the partner program Nice. [00:28:10] Jen Odess: That they adhere to and then ranks them on status. And all those data points are what I’m referring to as on paper. You’ve gotta be differentiated. So whether or not you wanna be great at one thing or great across the whole thing, think about how all of those quantitative and qualitative data points are making you stand out, because that’s where those matches that I was referring to. [00:28:35] Jen Odess: Yes. That’s where that’s gonna come to life. And it’s skills, it’s capabilities. It’s deployments. So Proofpoint and deployments, customer success stories, csat, all the things. So [00:28:47] Vince Menzione: those are all the qualifi qualifiers for and more, but those are the types [00:28:49] Jen Odess: of qualifications. Yeah. [00:28:51] Vince Menzione: And then do your, does your sales organization do a match against that based on a customer’s requirements that they’re working with and who they work with and co-sell with? [00:29:00] Jen Odess: And I feel like you just lobbed me the greatest question. I didn’t even know you were gonna ask it, but I’m so glad you did. So today. Today there is something called a partner finder, which is which is nice, but it’s a little bit old school in a world of ai. Yeah. So you go to servicenow.com, you click partner from the top navigation, and then it says find a partner and you can literally type in the products you’re buying the country, you’re, that you’re headquartered out of. [00:29:26] Jen Odess: Whatever thing you’re looking for. And it will start to filter based on all those data points, the right partners, and you can actually click right there to be connected to a partner. So lead generation. Okay, interesting. But where we’re going is a agentic matching right in our CRM for the field. Oh. So those data points are gonna matter even more, and that’s where the gated. [00:29:48] Jen Odess: I say gated entry, which is probably too extreme, right? It’s really gated. If you wanna surface toward the top, there’s gated parameters to try to surface to the top, but those data points will feed the algorithm and it will genetically match right in our CRM for the field. Who are the best suited partners? [00:30:09] Jen Odess: Would you like to talk to them? [00:30:10] Vince Menzione: Okay. And so is it. Partner facing? Is it sales team facing [00:30:14] Jen Odess: Right now? It’s sales. It’ll, when it goes live, it will be sales team facing. Okay. But we have greater ambition for what partners can do with it. Yeah. Not just in the indirect motion, but also what partners may be able to do with it to interface with our field. [00:30:30] Jen Odess: The. [00:30:31] Vince Menzione: The, yeah the collaboration [00:30:33] Jen Odess: opportunity. Which is always a friction point that we’re working on [00:30:36] Vince Menzione: always because it’s very manual. It’s people intensive. Yeah. Partner development managers sitting on both sides of the equation and the interface between the sales organization and a partner organization is not always the. The easiest. So right. Automated, quite a bit of that. [00:30:49] Jen Odess: My boss is obsessed with the easy button, which I know is a phrase many of us in the US know from I think it’s an Office Depot, all these ways in which we can have easy button moments for the partner ecosystem is what we’re trying to focus on. [00:31:01] Jen Odess: I love the easy button. [00:31:02] Vince Menzione: Yeah. And I love your boss too. Yeah, he’s fabulous. Fabulous. So Michael and I go back like many years ago. You must have, [00:31:08] Jen Odess: yeah. You must have had paths crossing on numerous occasions. [00:31:12] Vince Menzione: Yeah we we worked together micro I’m going to hijack the session for a second here. [00:31:16] Vince Menzione: But when I first came to Microsoft, he was leading a, the se, a segment of the business, and he invited me to come to his event and interviewed me on stage at his event. [00:31:26] Jen Odess: No way. [00:31:26] Vince Menzione: And we got to know each other and yeah. So he was terrific. He was what a great find for, oh, he’s for service now. [00:31:32] Vince Menzione: He’s really [00:31:32] Jen Odess: has been a fantastic addition [00:31:34] Vince Menzione: to the global partnerships and channels team. And Michael, we have to have you on the podcast. Yes. Or cut down here in the studio at some point too with Jen and I. That’d be great. So this is terrific. We are getting it’s an incredible time. [00:31:44] Vince Menzione: It’s going so fast this time, 2022 was, seems like it was five, it feels like it was almost 10 years ago now. It wasn’t that we just started talking about it and you were implementing AI 10 years ago, but it wasn’t getting the attention that it’s getting today. And it really wasn’t until that moment that it really started to kick off in a way that everybody, yeah. It became pervasive overnight I would say. But now we’re starting 2026, like we’re at. This precipice of time and it’s continuing. I don’t even know what 2030 is gonna look like, right? So I’m a partner. [00:32:16] Vince Menzione: What are the one, two, or three things that I need to do now to win over and work with ServiceNow? [00:32:23] Jen Odess: One, two or three things? I’ll tell you the first thing. So today ServiceNow will end up hitting 500 million in annual contract value in our Now Assist, which is our AI products by the end of 2025, which is the fastest growing product in all of ServiceNow history. [00:32:37] Jen Odess: That’s one product that’s so there’s lots of SKUs. Yeah, but it is. It’s our AI product. Yeah. And it is, but yeah, because of all the various ways. [00:32:45] Vince Menzione: So half a billion dollars, [00:32:46] Jen Odess: half a billion by the end of 2025. And I think, someone’s gonna have to keep me honest here, but if memory serves me right, the first skews didn’t even launch until 2024. [00:32:54] Jen Odess: So we’re talking about wow, in a year it’s fast. Over 1,700 customers are live with our now assist products. Again, in a matter of, let’s call it over, a little over a year, 1,700 partners. So I think the first thing a partner needs to do is they’ve gotta get on this AI bandwagon, and they’ve gotta be selling and positioning AI use cases to their customers, because that’s the only way they’re gonna get. [00:33:20] Jen Odess: Experience and an opportunity to see what it feels like to deliver. So we have to do that. And I think you could sell a big use case like that big, we talked north, south, east, west, you could do that whole thing. Brilliant. But you could also start small. Go pick a single use case. Like a really simple example of something you wanna, some work you wanna drive productivity on. [00:33:41] Jen Odess: Yeah. And make sure you’ve got multiple stakeholders that love it and then go drive proving that use case. That’s what we’re telling a lot of partners. That’s the first thing. The second is they have got to build skills on AI and they have to keep up with it. And so we’re trying to really think about our broader learning and development team at ServiceNow is just next level. [00:34:00] Jen Odess: And they’re really re-imagining how to have more real time bite size. Training and enablement that will help individuals keep up with that pace of innovation. So individuals have got to get skilled. Yes. On AI today, of that a hundred thousand or so individuals in the ecosystem right now, about 35% of those individuals hold one or more AI credential. [00:34:25] Jen Odess: Again, that’s in a little over a year, which is the fastest growing skill development we’ve ever had, but it should be a hundred percent. Yeah. All of our goals should be that every account is being sold ai. ’cause that’s where the customer’s gonna get to value a ServiceNow is if they have the AI capabilities. [00:34:40] Jen Odess: And [00:34:41] Vince Menzione: how are you providing enablement and training? Is it all online? It’s, we have [00:34:44] Jen Odess: all sorts of ways of doing it. So that we have ServiceNow University, which is just a really robust, learning platform. Elba is our professor in residence. Very cool. Which is very cool. And they’re all content. [00:34:57] Jen Odess: Is free to partners. The training is free to partners that is on demand. Beyond that, partners can still get, instructor led training, whether that’s in person or virtual. And then my team offers enablement. That’s a little bit more, it’s like not formal training, it’s more like hands-on labs and experiences. [00:35:17] Jen Odess: We bring in lots of groups that sit around me that help and we very cool hands on with partners face-to-face. And do you do an annual event where you bring all these partners together? No, because we do we have three major milestones a year for partners. So the first is at sales kickoff, which is coming up the third week in January. [00:35:33] Jen Odess: And alongside sales kickoff is partner kickoff. Okay. And so we do a whole day of enabling them. So that’s your [00:35:39] Vince Menzione: partner kickoff? [00:35:40] Jen Odess: That’s partner kickoff. But of the, of all the partners in the ecosystem, it’s not like they can all make it. So we still also record and then live stream some of the content there. [00:35:49] Jen Odess: Then at Knowledge, there’s a whole partner track at Knowledge and same concept. Yeah, it’s like it’s all about customers and we wanna, build as much pipeline and wow as many customers as possible, but we also need to help our partners come along the journey. Then the third and final moment is in September, always, and it’s called our Global Partner Ecosystem Summit. [00:36:08] Jen Odess: We should have you, I’d love to join this next year. I love that. And it’s really, that’s the one time if sales kickoff is all about the sales motion in the field and knowledge is all about the customers and getting customers value. Global Partner Ecosystem Summit is only about the partners, what they need, why they need it, and what we’re doing to make their lives easier. [00:36:28] Jen Odess: I love it. Yeah. I’ll be there September. I love it. Dates yet set yet? I have to, it’s getting locked. I’ll get it to you. [00:36:34] Vince Menzione: Okay. All right. I’ll, we’ll be there. Okay. So you’ve been incredible. I just love having you. We could spend hours, honestly, and I want to have you back here. I’d love to, I have you back for a more meaningful conversation with the hyperscalers. [00:36:45] Vince Menzione: Talk to some of the partners that join us at Ultimate Partner events. We’ll find a way to do that, but I have this one question. It’s a favorite question of mine, and I love to ask all my guests this. Okay. You’re hosting a dinner party. And you could host a dinner party anywhere in the world. We could talk about great locations and where your favorite places are, and you can invite any three guests from the present or the past to this amazing dinner party. [00:37:11] Vince Menzione: We had one guest who wanted to do them in the future, like three people that hadn’t reached a future date. Whom would you invite Jen and why? [00:37:21] Jen Odess: Oh, first of all, you’re hitting home for me because I love to host dinner parties. I actually used to have a catering company. This is like one of those weird facts that, we didn’t talk about my pre services and ecosystem days, but I also had a catering company, so I love cooking and hosting dinner parties. [00:37:38] Jen Odess: So this is a great question. I feel like it’s a loaded question and I have to say my spouse. I love my husband dearly, but I have. To invite Lee to my dinner party. Okay. He’s in [00:37:47] Vince Menzione: Lee’s guest number one. Lee’s [00:37:49] Jen Odess: guest, number one. And the reason why is, first of all, I love him dearly, but he’s super interesting and he has such thought provoking topics to, to discuss and ways of viewing the world. [00:38:00] Jen Odess: He’s actually in security tech, so it’s like a tangential space, but not the same. [00:38:05] Vince Menzione: Yeah. But an important space right now, especially. Yeah. And [00:38:07] Jen Odess: he, yeah. And he’s, he’s just a delight to be around. So he’d be number one. Number two would be Frank Lloyd Wright. [00:38:15] Vince Menzione: Frank. Lloyd Wright. [00:38:17] Jen Odess: Yeah. I am an architecture and design junkie. [00:38:21] Jen Odess: Maybe I don’t do any of it myself, though. I dabble with friends that do it, and I try to apply it to my home life when I can. And Frank Lloyd Wright sort of embodies some of my favorite. Components of any kind of environment that you are experiencing, whether it’s a home or it’s an office building or it’s an outdoor space. [00:38:39] Jen Odess: I love the idea of minimalism and simplicity. I love the idea of monochromatic colors. I love the idea of spaces that can be used for multipurpose. And then I love the idea of the outside being in and the inside being out. I love it. So I would like love to pick his brain on some of his, how he came up with some of his ideas. [00:38:59] Jen Odess: Fascinating for some of his greatest. Yeah. Designs. Okay. That’s number two. Number three, I think it would be Pharrell Williams. Really? Yeah, I, Pharrell Williams. Yeah. I love fashion music and all things creativity. He’s got that, Annie’s philanthropic. He’s just yeah. The whole package of a good person. [00:39:26] Jen Odess: That’s super interesting and I very cool. I would love to pick his brain on what it was like to be behind the scenes on some of the fashion lines he’s collaborated with on some of his music collabs he’s had, and then just some of the work he’s doing around philanthropy. I would. I could just spend all night probably listening to him. [00:39:43] Jen Odess: This would be a [00:39:44] Vince Menzione: really cool conversation night. [00:39:45] Jen Odess: Don’t you wanna come to my dinner? Was gonna say, I’m sorry I didn’t invite you to identify. No [00:39:49] Vince Menzione: I was, can I bring dessert? [00:39:50] Jen Odess: Yeah. I come [00:39:50] Vince Menzione: for dessert. I, but it can’t, [00:39:51] Jen Odess: it has to be like a chocolate dessert. It’s gotta have [00:39:54] Vince Menzione: I love chocolate dessert. [00:39:55] Vince Menzione: Okay, great. So it would not be a problem for me, Jen. This is terrific. You have been absolutely amazing. So great to have you come here. Yeah. Such a busy time of year to have you make the trip here to Boca. We will have you back in the studio. I promise that I’ll have you back on stage. Stage. [00:40:10] Jen Odess: This is beautiful. [00:40:10] Jen Odess: Look at it. Yeah. This is [00:40:11] Vince Menzione: beautiful. And we transformed this into, to a room, basically a conference room. And then we also have our ultimate partner events. I would love to come, we would love to have you join us. Like I said, ServiceNow is such an impactful time. Your leadership in this segment market, and I wouldn’t say segment across all of AI in terms of all the use cases of AI is just so meaningful, especially for within the enterprise. [00:40:33] Vince Menzione: Yeah. Right now. So just really a jogger nut right now within the industry. So great to have you and have ServiceNow join us. So Jen, thank you so much for joining us. [00:40:42] Jen Odess: Thanks Vince. Appreciate the time. It’s a pleasure to be here. [00:40:44] Vince Menzione: Thank you very much. Thanks for tuning into this episode of Ultimate Eye to Partnering. [00:40:50] Vince Menzione: We’re bringing these episodes to you to help you level up your strategy. If you haven’t yet, now’s the time to take action and think about joining our community. We created a unique place, UPX or Ultimate partner experience. It’s more than a community. It’s your competitive edge with insider insights, real-time education, and direct access to people who are driving the ecosystem forward. [00:41:16] Vince Menzione: UPX helps you get results. And we’re just getting started as we’re taking this studio. And we’ll be hosting live stream and digital events here, including our January live stream, the Boca Winter Retreat, and more to come. So visit our website, the ultimate partner.com to learn more and join us. Now’s the time to take your partnerships to the next level.

NEWS: GSIS releases P3.93B Christmas cash gifts | Dec. 5, 2025Subscribe to The Manila Times Channel - https://tmt.ph/YTSubscribe Visit our website at https://www.manilatimes.net Follow us: Facebook - https://tmt.ph/facebook Instagram - https://tmt.ph/instagram Twitter - https://tmt.ph/twitter DailyMotion - https://tmt.ph/dailymotion Subscribe to our Digital Edition - https://tmt.ph/digital Check out our Podcasts: Spotify - https://tmt.ph/spotify Apple Podcasts - https://tmt.ph/applepodcasts Amazon Music - https://tmt.ph/amazonmusic Deezer: https://tmt.ph/deezer Stitcher: https://tmt.ph/stitcherTune In: https://tmt.ph/tunein#TheManilaTimes#KeepUpWithTheTimes Hosted on Acast. See acast.com/privacy for more information.

TwelveLabs is building purpose-built foundation models for video understanding, enabling enterprises to index, search, and analyze petabytes of video content at scale. Founded by three technical co-founders who met in South Korea's Cyber Command doing multimodal video understanding research, the company recognized early that video requires fundamentally different infrastructure than text or image AI. Now achieving 10x revenue growth and serving customers across media, entertainment, sports, advertising, and federal agencies, TwelveLabs is proving that category creation through extreme focus beats trend chasing. In this episode, Jae Lee shares how the company navigated early product decisions, built specialized GTM motions for established industries, and maintained technical conviction during years of building in relative obscurity. Topics Discussed: How military research in multimodal video understanding led to founding TwelveLabs in 2020  The technical thesis: why video deserves purpose-built foundation models and inference infrastructure  Targeting video-centric industries where ROI justifies early-stage pricing: media, entertainment, sports, advertising, and defense  Partnership-driven distribution strategy and AWS Bedrock integration results  Specialized sales approach: generalist leaders, vertical-specific AEs and solutions architects Maintaining extreme focus and avoiding hype cycles during the first three years of building  Federal GTM lessons: why In-Q-Tel partnership and authentic mission alignment matter more than process optimization  The discipline of saying no to large opportunities that don't fit ICP  Keeping hiring bars high when the entire team is underwater GTM Lessons For B2B Founders: Hire vertical specialists on the front lines, not just at the top: TwelveLabs structures its GTM team with generalist leaders (head of GTM and VP of Revenue) who can sell any technology, but vertical-specialized AEs, solutions architects, and deployment engineers. These front-line team members come directly from the four target industries and understand customer workflows, buying patterns, and integration points without ramp time. For founders entering mature markets with established tech stacks and complex procurement, this inverted model—generalist strategy, specialist execution—accelerates deal velocity because technical buyers immediately recognize domain fluency. Infrastructure plays require integration partnerships, not displacement: In established industries with layered technology stacks, positioning as foundational infrastructure demands partnership-first distribution. Jae explained their approach: integration with media-specific GSIs, media asset management platforms, and cloud providers ensures TwelveLabs fits into existing workflows rather than forcing wholesale replacement. This is particularly critical for selling into industries like media and entertainment where technology decisions involve multiple stakeholders across production, post-production, and distribution. The AWS Bedrock integration delivered 30,000+ enterprise agreements in seven weeks—a distribution velocity impossible through direct sales alone. Extreme focus on first-principles product development beats fast-follower tactics: While competitors built quick demos by wrapping existing models, TwelveLabs spent three years building proprietary video foundation models and indexing infrastructure from scratch. Jae was explicit about the cost: "It was painful journey in the first like two and a half, three years because folks are flying by." The payoff came from solving actual customer problems—indexing 2 million hours of content in two days, enabling semantic search at scale, building agent workflows for specific use cases—rather than impressive demos that couldn't handle production workloads. For technical founders, this validates staying committed to fundamental research even when market momentum favors surface-level innovation. Federal requires cultural alignment before GTM optimization: TwelveLabs' federal success stems from authentic mission alignment, not just process execution. With In-Q-Tel as an investor providing interface to agencies and founders with military backgrounds, the company established credibility through shared values rather than sales tactics. Jae was direct: "If you're kind of entering because, oh, federal market is big and you go in, you're going to get your butt kicked. So I think like you need to actually build your team in a way that's like passionate to work on this project." This matters because federal deals require sustained engagement through long sales cycles, security reviews, and deployment complexity—momentum that only comes from genuine conviction, not quota pressure. ICP discipline protects product focus and team morale: Saying no to large early opportunities that don't fit ICP is operationally painful but strategically essential. Jae acknowledged the difficulty: "Early on saying no to customers is hard... as a founder you want to grow your business and you know that's going to be good for the morale. But that's only true when the customers are actually their ideal customers." Wrong customers create three failure modes: they pull product roadmap toward one-off features, they consume disproportionate support resources, and they generate reference cases that attract more wrong-fit prospects. For early-stage infrastructure companies, every customer shapes your market position—choose deliberately. // Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co   //   Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

In this episode, Avanish and Umesh discuss:Uniphore's founding story in 2008 and evolution from conversational AI applications to an end-to-end Business AI Cloud platform serving 2,000+ customers including Fortune 500 enterprisesThe pivotal moment when two of Uniphore's largest customers (10% of revenue) warned their contracts might expire unless Uniphore opened up their platform for customer-built AI agentsHow platform necessity emerged from scale—running out of data scientists to manually fine-tune models for each customer led to building automated platform toolingThe "open-heart surgery" transformation: shifting from selling business outcomes to line-of-business buyers to serving CIOs and developers, requiring wholesale DNA changes across engineering, product, sales, and marketingWhy platform and ecosystem strategies are inseparable: "A platform is really not a platform until other people are building things on it"The M&A strategy for platform companies: narrower aperture requiring 100% architectural alignment, but instant unlocks when acquisitions fit the single-codebase platform architectureThree frameworks for platform success: maintain paranoia about whether you're a feature/product/company, surround yourself with "system thinkers," and stay intensely close to customersThe "five-by-five" metric for measuring platform adoption: five large enterprises and five GSIs using the platform as their weekly "factory" for fine-tuning models and building agents, requiring simplified user experience for non-technical business users Host: Avanish SahaiAvanish Sahai is a Tidemark Fellow and served as a Board Member of Hubspot from 2018 to 2023; he currently serves on the boards of Birdie.ai, Flywl.com and Meta.com.br as well as a few non-profits and educational boards. Previously, Avanish served as the vice president, ISV and Apps partner ecosystem of Google from 2019 until 2021. From 2016 to 2019, he served as the global vice president, ISV and Technology alliances at ServiceNow.  From 2014 to 2015, he was the senior vice president and chief product officer at Demandbase.  Prior to Demandbase, Avanish built and led the Appexchange platform ecosystem team at Salesforce, and was an executive at Oracle and McKinsey & Company, as well as various early to mid-stage startups in Silicon Valley. About UmeshUmesh Sachdev is the CEO and Co-founder of Uniphore, one of the largest AI-native, multimodal enterprise-class SaaS companies in the world.  Sparked by his vision and focus to use AI technology to bridge the gap between humans and machines, today Umesh is recognized as an enterprise AI pioneer, bringing knowledge AI, generative AI and emotion AI into a single platform, allowing customers to harness AI's powerful capabilities across voice, video and text-based applications.  Known for his grit as a leader, his passion for customers and his deep understanding of technology, he is called upon to guide some of the world's largest brands through their digital transformation. Umesh's strong portfolio of patents serves as a testament to his innovative thinking and commitment to advancing AI technology.As an international business leader, Umesh has been recognized with many awards including ‘40 under 40' Bright Young Business Leaders in the Economic Times, ‘Next Generation Leader' by Time Magazine, and previously, as an ‘Innovator Under 35' by MIT Tech Review.  Umesh is an alumnus of Jaypee Institute of Information Technology and an accomplished speaker and highly sought-after presenter. About TidemarkTidemark is a venture capital firm, foundation, and community built to serve category-leading technology companies as they scale.  Tidemark was founded in 2021 by David Yuan, who has been investing, advising, and building technology companies for over 20 years.  Learn more at www.tidemarkcap.com.Follow our host, Avanish SahaiLearn more about Tidemark

In this episode of Partnerships Unraveled, we dive deep into what it takes to build a channel engine that scales intelligently. Bryce Grow, VP of Americas Channel at SentinelOne, joins us to share a fresh perspective shaped by her shift from direct sales to channel leadership.Bryce unpacks the mindset shift required to succeed in indirect sales and reveals how her team cut their partner base by more than half, while increasing impact. From building trust with internal sales teams to defining partner value through 30+ real-time KPIs, Bryce walks us through the strategies that drive alignment and accountability across SentinelOne's partner ecosystem.We explore:The underestimated importance of internal stakeholder buy-inWhy fewer, deeper partnerships often outperform “going wide”How AI and data are shaping the next era of partner scoringThe balance of harmony and fairness across GSIs, MSPs, VARs, and cloud alliancesWhat it means to “earn” partner incumbency in today's competitive marketIf you've ever had to drive results through others, inside and outside your company, this episode is for you.Connect with Bryce: https://www.linkedin.com/in/bryce-grow/_________________________Learn more about Channext

In this episode of Partnerships Unraveled, we dive deep with Jeff Skeldon, Head of Go-To-Market at ArmorCode, to explore the full spectrum of building and managing a channel-centric revenue engine.Jeff shares his decades of wisdom on navigating timing, trust, and transparency in partner ecosystems, and why true commitment, not convenience, defines successful channel strategy.Here's what we cover in this conversation:- We discussed the critical indicators founders should watch for before diving into the channel, and why product-market fit must come first.- Jeff highlighted the importance of customer success as the foundation for economic success in the channel.- What was mentioned about GSIs, VARs, and MSPs clarified how each route to market demands distinct strategy, expectations, and investment.- We explored the “pursuit team” model, revealing how cross-functional collaboration creates pipeline, accelerates trust, and drives go-to-market alignment.Whether you're testing the waters or steering a global program, this episode is packed with real-world insights for channel professionals at every level.Connect with Jeff: https://www.linkedin.com/in/jeff-skeldon/_________________________Learn more about Channext

In this episode of Partnerships Unraveled, we sit down with Addie Finch, VP of Channels, Americas at Cato Networks, whose journey from TV news anchor to channel leader offers a masterclass in the power of messaging and relationship-driven strategy.Addie shares how her background in broadcast journalism gave her an edge in distilling complex solutions into clear, compelling narratives, a skill that's now central to how Cato communicates its unique position in the SASE market. We explore the importance of short-form messaging, persona-based enablement, and the critical difference between partner satisfaction and partner success.She also opens up about architecting a broad channel strategy that spans MSPs, VARs, GSIs, sub-agents, and more, as well as how Cato tailors its support to each route to market. From walking away from deals to protect partner trust, to redefining what “agility” means in a high-scale channel, this episode is packed with insights on leading with integrity, clarity, and speed.If you're designing channel strategies for scale or wrestling with how to earn and keep partner trust, this one is not to be missedConnect with Addie: https://www.linkedin.com/in/addiebfinch/_________________________Learn more about Channext

“This is a liberating moment for us—and for the enterprises we serve. We're combining forces to scale fast and deliver smarter CX solutions.” — Chris Marr, Pronetx Live from Enterprise Connect, Chris Marr and Yasser El-Haggan of Pronetx joined us for a special Technology Reseller News podcast to share big news: the merger of two AWS customer experience (CX) powerhouses—Pronetx and VT Team—to create a stronger, faster, and more specialized Amazon Connect services firm. AWS-Certified, Cloud-Focused, and Ready to Scale Pronetx, an AWS Service Delivery Partner specializing in Amazon Connect, helps customers—including Fortune 25 companies and federal agencies—migrate contact centers to the cloud and unlock the full potential of AWS technologies, including generative AI, chatbots, case management, and advanced analytics. “Many customers think they're on the cloud—but they're not truly leveraging it,” said El-Haggan. “We help them do more with their AWS investment.” With the merger, Pronetx is not only growing in capacity—it's expanding its focus. Together, the combined team will accelerate software development, build tools for CX teams, and help enterprises infuse generative AI into both front-end and back-office operations. A Boutique Partner, Backed by Deep Tech Expertise Unlike broad SIs, Pronetx operates as a boutique CX firm focused solely on Amazon Connect—a strategy that enables deeper specialization and faster time-to-value. “We're not generalists. We're laser-focused on customer experience, and that's what makes us an ideal partner—for enterprises and for SIs and GSIs,” said Marr. As one of AWS's launch partners for Amazon Q, Pronetx has already begun helping customers use agentic AI and natural language processing to deliver more intelligent, efficient, and personalized support. CX Trends, Real-Time Data, and GenAI Readiness One theme echoed throughout the podcast: AI won't work without great data. Marr emphasized that with the merger, the team now has expanded capability to understand, organize, and apply customer data to maximize GenAI performance. “It's impossible to succeed with GenAI without understanding your customer data. This merger gives us the team to do that at scale,” he added. With CX trends evolving fast—and customer expectations even faster—Pronetx is positioning itself as a partner of choice for cloud-first transformation. A Platform Built on Experience The announcement comes on the eighth anniversary of Amazon Connect, launched at Enterprise Connect 2017. El-Haggan, who helped lead that launch while at AWS, noted the full-circle moment. “Amazon Connect was born right here eight years ago. Now, we're taking it even further with this merger.” Learn More Visit pronetx.com

Manish Ballal is a GTM and Sales leader with over a decade of experience in the automation space. He is currently leading Generative AI initiatives at Amazon Web Services (AWS). He brings a wealth of experience from both large global technology companies and startups. Previously, he held leadership roles at major GSIs and had a significant tenure at Automation Anywhere. In this episode, we discuss: - Automation evolution - Enterprise deployments - Specific use cases - Challenges with security, AI agents - Process-first approach - Vertical Agents More information and Links: Connect with Manish: Linkedin.com/in/manishballal/ Visit Nandan on the web at nandan.info

In this episode of Partnerships Unraveled, we sit down with Torben Sebens, a veteran of the IT industry with over three decades of experience spanning engineering, sales, and partner ecosystems. Torben shares his expert insights on how the channel landscape has transformed and the critical role that partners play in today's fast-evolving technology space.Key topics we dive into:- The evolving value of partners in bridging technological innovation with client needs.- The rise of hyperscalers and their impact on traditional partner roles.- How global systems integrators (GSIs) are reshaping enterprise IT strategies.- The game-changing potential of AI and how it opens new opportunities for channel innovation.- Best practices for fostering collaboration and reducing channel conflict.Torben's unique perspectives, drawn from his deep engineering roots and sales leadership, make this a must-watch for channel professionals, partner marketers, and anyone looking to navigate the complexities of today's partner ecosystem.Tune in for actionable advice, thought-provoking stories, and strategies to enhance partner engagement and drive success in the channel.Connect with Torben: https://fr.linkedin.com/in/torben-sebens-8a8158_________________________Learn more about Channext

In the latest episode of the podcast “Changing Channels,” host Larry Walsh spoke with Trevor Vickery, the vice president and general manager of Intel's global partners and support organization, about the concept of the "Siliconomy" – or the Silicon Economy – and how semiconductors are driving a new wave of innovation and opportunity. The Siliconomy, a term coined by Intel, refers to the ubiquity of semiconductors in our digitally connected world. As Vickery explained, the need for compute power is growing exponentially, with the market expected to reach a trillion dollars in the next few years. This growth is driven by the increasing demand for connected devices and the need to modernize cities to accommodate the growing urban population. Intel sees its role in the Siliconomy as not only a supplier of technology but also as a key player in diversifying the semiconductor supply chain. The company is investing in expanding its manufacturing capacity in the U.S., Asia-Pacific, and Europe to ensure a more resilient and diverse supply chain. The conversation also touched on the importance of partnerships in the Silicon Economy. Vickery emphasized that no one company can go at it alone and that partnerships are critical to building solutions that meet the needs of customers. He highlighted Intel's Partner Alliance program as a mechanism for scaling these partnerships and bringing together ISVs, GSIs, and other partners to co-engineer solutions. When asked about the potential for new types of partners to emerge in the Siliconomy, Vickery acknowledged that Intel may need to get closer to the end consumers of technology to understand their unique use cases and workloads. However, he also stressed the importance of scale and the need for open standards to ensure that solutions can be easily deployed and run anywhere. Looking ahead, Vickery outlined Intel's agenda for facilitating the vision of the Siliconomy. He emphasized the need to work more closely with partners to develop the ecosystem, co-engineer solutions, and innovate on both the technology and business model side. As the world becomes increasingly digitally connected, the Siliconomy is poised to drive significant growth and opportunity. With partnerships and innovation at the forefront, companies like Intel are working to ensure that the infrastructure and solutions are in place to support this growth and drive the next wave of technological advancement.

Headlines: 17 Filipino seafarers hostaged by Houthi rebels, safe | P3.47 Billion Christmas Cash Gift, to be released by GSIS to pensioners | Couple who won in the lottery, gave out their money.You can also listen with Tagalog transcript and English translations here: https://www.tagalog.com/podcast/play.php?podcast_id=224Listen to all our transcribed episodes here: https://www.tagalog.com/podcast/

Picture this - the traditional transactional business model gradually making way for a dynamic, ecosystem-based SaaS landscape. Intriguing, isn't it? Our guest, Rob Spee, SVP of Channel and Alliances at Beyond Trust, and I delve into this transformative process, revealing the challenges, the necessary shifts in mindset, expectations, and language, and the pivotal role partners play in this transition. Rob's insights, drawn from his extensive experience in the channel world, shed light on the evolution of partnerships and their significance in the SaaS transformation. Channel strategy is not simply a buzzword but the backbone of this transformation. This episode uncovers how different partner types - from small resellers and distributors to boutique delivery partners and GSIs- orchestrate to contribute to this shift. We discuss how to streamline this transition for partners, with an emphasis on the customization of their experience based on their specific business models. And it doesn't stop there - we delve into the complexities of formulating unified compensation plans for sales and partner teams. Aligning partner interests with organizational goals and incentivizing right behavior is key, as Rob rightly points out. Trust me, you wouldn't want to miss Rob's valuable insights and experiences! So tune in, and let's navigate the SaaS landscape together._________________________Connect with the podcast hosts

In this episode of Tech Sales Insights, host Randy Seidl is joined by Kevin Purcell, a seasoned expert in selling to and with Global System Integrators (GSIs), and the Head of Global Strategic Partnerships at Hitachi Vantara. They explore the significance of GSIs in the tech industry, share valuable insights on how to effectively collaborate with these complex organizations, and offer practical strategies for companies of all sizes to leverage GSIs in their go-to-market approachKEY TAKEAWAYSUnderstanding GSIs: GSIs, or Global System Integrators, play a critical role in the IT industry, driving approximately 10% of the total market revenue. They work closely with enterprises to shape their digital transformation journeys.Investment in GSIs: To succeed with GSIs, companies must be prepared to make significant monetary and resource investments. The key is to pick the right GSI partner willing to collaborate and invest in a mutually beneficial partnership.Go-to-Market Strategies: Companies can achieve success with GSIs by focusing on specific niche areas or industry verticals. It's essential to establish relationships with senior personnel within the GSIs, align goals with their interests, and create joint offerings that add value to both parties.Executive Sponsorship: Building a strong relationship with an executive sponsor within the GSI can open doors to significant opportunities. These sponsors often have industry experience and connections that can benefit both companies.Building a GSI Team: Companies should assemble a team of experienced professionals who understand the complexities of working with GSIs. These team members should have global experience, industry knowledge, and the ability to build meaningful relationships.QUOTES"If you're not including GSIs in your indirect channel strategy, you might be missing out on a significant portion of the market opportunity.""Pick one GSI, make it successful, and then build from there.""Executive sponsors within GSIs can help advance your career within that organization by bringing revenue and value.""Investing in GSIs requires significant monetary and resource commitments, but the rewards can be substantial.""Understanding the unique persona within GSIs is crucial to building successful relationships."Find out more about Kevin Purcell through the links below:Greg Casale: https://www.linkedin.com/in/kevinpurcelllinkedin/This episode of Tech Sales Insights is brought to you by:Sales Community: https://www.salescommunity.com/Sandler: https://www.sandler.com/

BUSINESS: Buying spree boosts GSIS' Metro Pac stake | September 6, 2023Subscribe to The Manila Times Channel - https://tmt.ph/YTSubscribe Visit our website at https://www.manilatimes.net Follow us:Facebook - https://tmt.ph/facebookInstagram - https://tmt.ph/instagramTwitter - https://tmt.ph/twitterDailyMotion - https://tmt.ph/dailymotion Subscribe to our Digital Edition - https://tmt.ph/digital Check out our Podcasts:Spotify - https://tmt.ph/spotifyApple Podcasts - https://tmt.ph/applepodcastsAmazon Music - https://tmt.ph/amazonmusicDeezer: https://tmt.ph/deezerStitcher: https://tmt.ph/stitcherTune In: https://tmt.ph/tunein #TheManilaTimes Hosted on Acast. See acast.com/privacy for more information.

At Cloud Next, Google showcased its strong leadership position in data and AI. In our view, Google's messaging, demos and tech-centric narrative have broad appeal for developers and next generation startups. As well, the company's focus on solutions, contrasts its strategy to the typically disjointed services we've seen from AWS over the past decade. Google also showed off an expanded ecosystem of GSIs and smaller CSPs, encouraging the broad use of Google's kit globally. While Google remains a distant third in the Iaas/PaaS race, with revenue one-fifth the size of AWS, it is playing the long game and betting the house on AI as a catalyst to its cloud future.In this Breaking Analysis we unpack the key takeaways from Google Cloud Next with Rob Strechay and George Gilbert. We'll share ETR data that positions Google's AI relative to other leaders and we'll contrast Google's data-centric strategy with traditional architectural models. Google Cloud Next Keynotes:https://cloud.withgoogle.com/nextAI shapes the narrative for Google Cloud Nexthttps://siliconangle.com/2023/08/29/old-new-ai-shapes-narrative-google-cloud-next/AnalystANGLE on theCUBE:https://www.youtube.com/watch?v=eHSOKi9yI50Day 2 Keynote Analysis:https://www.youtube.com/watch?v=mMw2Gv4UeAEAnalyst Angle:https://www.youtube.com/watch?v=VCvTYHrWEKY

BUSINESS: GSIS net income up nearly 2,000% in H1 | August 19, 2023Subscribe to The Manila Times Channel - https://tmt.ph/YTSubscribe Visit our website at https://www.manilatimes.net Follow us:Facebook - https://tmt.ph/facebookInstagram - https://tmt.ph/instagramTwitter - https://tmt.ph/twitterDailyMotion - https://tmt.ph/dailymotion Subscribe to our Digital Edition - https://tmt.ph/digital Check out our Podcasts:Spotify - https://tmt.ph/spotifyApple Podcasts - https://tmt.ph/applepodcastsAmazon Music - https://tmt.ph/amazonmusicDeezer: https://tmt.ph/deezerStitcher: https://tmt.ph/stitcherTune In: https://tmt.ph/tunein #TheManilaTimes Hosted on Acast. See acast.com/privacy for more information.

Tercera is the leading growth private equity firm in the composable space, providing growth capital to systems integrators (including Orium). Think of Tercera as a VC but exclusively for growing SIs. In this episode, Bill and Michelle explain what they look for when making investments in SIs, how investment banking differs from private equity, consolidation within the SI ecosystem and more. Jason provides great context on the role that SIs play, why they took on growth equity from Tercera, and how he expects the SI space to evolve over time. - 1:35: What systems integrators are, the role they play in our ecosystem, etc. from an ISV standpoint - 03:17: Introducing our guests - 06:16: Explaining Terms: SI, GSI, agency and where Orium fits - 08:27: The Tercera business model, investment decisions - 12:45: What is an investment banker? - 14:02: Why do SIs build IP when they are ultimately paid on billable hours? - 17:37: There are commerce vendors out there who have substantial professional services teams, thereby competing for revenue. Why do they do that, how do you compete against a vendor's own staff? Thoughts on said venders. - 22:25: Evaluating SIs - what are the red flags? - 24:48: How does SI-focused PE differ from more traditional vendor-focused VC? - 29:27: "Real" AI is here. How does it impact business, both today and in the future? - 31:45: What's the decision process around doing in-house, staff aug, having a partner do piece(s) or the whole thing? What type of orgs choose which approach and why? - 34:02: Consolidation in the MACH SI space - why are the GSIs buying up smaller SIs in this market? - 36:32: Closing remarks

In this week's episode of the Microsoft Cloud Executive Enablement Series, Olga Karpman, Chief of Staff Engineering of the Industry Cloud, sits down with Allan Brown, Global Head of Product Microsoft Cloud for Industry, to discuss how Microsoft and its partners are revolutionizing the industry by delivering industry-specific solutions on top of the Microsoft Cloud. As the ISV Product team leader, Allan works closely with a prioritized set of Industry ISVs to ensure that clients can derive maximum value from their investments in technology. Partners who tune in will gain valuable insights into how Microsoft and its partners collaborate to accelerate client time to value by leveraging their combined strengths. This episode is a must-watch for anyone looking to stay ahead of the game in the industry. In This Episode You Will Learn: How Microsoft is building specific industry-focused services to accelerate time to value Three engagement patterns to frame the way we work with ISVs How to partner with Microsoft and what to consider when working with Industry ISVs. Some Questions We Ask: Why is partnering with GSIs crucial to our customers and Microsoft Cloud? How do you determine a partner's shift across Microsoft's core cloud solutions? Can you explain the Partner Solution Journey Map and how it will help our future partners? Resources: View Allan Brown on LinkedIn View Olga Karpman on LinkedIn Watch the full video episode on YouTubeDiscover and follow other Microsoft podcasts at microsoft.com/podcasts Download the Transcript Hosted on Acast. See acast.com/privacy for more information.

In this episode of GSIS, Jordan STARES FEAR IN THE EYE as he watches the 2000s Guilty Pleasure Reality Series Fear Factor, breaks down what makes a great challenge, and why everything needed OH NO SNAKES AND SPIDERS

On this week's Microsoft Cloud Executive Enablement Series episode, host Kelly Rogan, leader of the Microsoft Global Systems Integrators (GSI) and Advisory business sits down with Julie Sanford, Vice President of Programs & Experiences, on our Global Partner Solutions team. Julie's team leads the end-to-end go-to-market strategy across all programs and capabilities and is a critical partner to our GSIs. In this episode, Kelly and Julie discuss the opportunities they see for partners to grow with Microsoft, the evolution of our programs that will unlock future growth potential, and why we are launching this new enablement series. In This Episode You Will Learn: Current market opportunities and how Microsoft Cloud is growing The importance of Microsoft education and certification Ongoing sponsorships for deeper sales and technical training with your teams Some Questions We Ask: Why is now the time for our GSI partners to lean in with us? What is required to achieve our joint mission? What type of content can our partners expect from this series? Resources: View Julie Sanford on LinkedIn View Kelly Rogan on LinkedIn Watch the full video episode on YouTube Discover and follow other Microsoft podcasts at microsoft.com/podcasts Download the transcript Hosted on Acast. See acast.com/privacy for more information.

References Methods Enzymol. 2009; 457: 425–450 Endocrinology, Volume 155, Issue 5, 1 May 2014, Pages 1653–1666 Am J Physiol Endocrinol Metab. 2008 Dec; 295(6): E1287–E1297 --- Send in a voice message: https://podcasters.spotify.com/pod/show/dr-daniel-j-guerra/message Support this podcast: https://podcasters.spotify.com/pod/show/dr-daniel-j-guerra/support

This is the final of four podcasts that focuses on the value that partners are experiencing from engagements with Palo Alto Networks and its technology. We're back with SVP, Global Business Development & Ecosystems at Exclusive Networks, Denis Ferrand-Ajchenbaum, IDC's Paul Edwards. Learn more in PARTNER SECURITY GROWTH AND VALUE: How Partners Are Creating Services Opportunities with Palo Alto Networks an IDC eBook & infographic available on the partner portal now. About the Guests Paul Edwards is the Director of Software Channels & Ecosystems at IDC, where he focuses solely on providing research-based partner strategy advice to top software and cloud suppliers. Within this role, Paul is focused exclusively on providing research-backed guidance to leading ICT vendors on partner strategy in the software market (e.g. applications, application development and deployment, and system infrastructure software), whether on premise or in the cloud. As part of his research, Paul extensively studies vendor and partner dynamics as they relate to and impact channel strategy. This includes analysis of business models and practices in the development, implementation, and management of effective partner strategies across the breadth of partner activities, such as resale, services development, software development, services provisioning, and more. Before coming to IDC, Paul spent a year at Info-Tech Research Group as Director of Research for its vendor research services group, and previously spent 10 years at IDC in a number of key roles focused on providing partner and SMB market guidance to leading ICT firms globally. His industry experience includes a role as Channel Marketing Manager at Compaq Computer, and Associate Editor of Channel Business magazine. Denis Ferrand-Ajchenbaum, SVP Global Business Development & Ecosystems at Exclusive Networks, joined Exclusive with over 30 years of experience in enterprise IT including stints at value-added distributors, resellers, and vendors. As SVP Global Business Development & Ecosystems, he is responsible for maximising the value and global penetration of existing vendor relationships while scouting and acquiring the next generation of Exclusive Networks' trusted digital infrastructure portfolio. Denis is also tasked with driving the strategy for our transactional partners – global system integrators (GSIs) and worldwide reseller network – and non-transactional partners – VCs, educational institutions and international and national bodies. In addition, Denis spearheads the strategy and growth of our innovative subscription platform, X-OD. About Exclusive Networks Exclusive Networks is a trusted cybersecurity specialist addressing these demands with cloud and cybersecurity services. Powered by high-performing technology, supported by an extensive partner ecosystem, delivered by industry-leading talent, and driven by our services 1st ideology. We are leading the way to a data-driven digital future. Learn more about the distributor now. Trusted. Forever relevant.

This is the third of four podcasts that will focus on the value that partners are experiencing from engagements with Palo Alto Networks and its technology. Learn more in PARTNER SECURITY GROWTH AND VALUE: How Partners Are Creating Services Opportunities with Palo Alto Networks an IDC eBook & infographic available on the partner portal now. About the Guests Paul Edwards is the Director of Software Channels & Ecosystems at IDC, where he focuses solely on providing research-based partner strategy advice to top software and cloud suppliers. Within this role, Paul is focused exclusively on providing research-backed guidance to leading ICT vendors on partner strategy in the software market (e.g. applications, application development and deployment, and system infrastructure software), whether on premise or in the cloud. As part of his research, Paul extensively studies vendor and partner dynamics as they relate to and impact channel strategy. This includes analysis of business models and practices in the development, implementation, and management of effective partner strategies across the breadth of partner activities, such as resale, services development, software development, services provisioning, and more. Before coming to IDC, Paul spent a year at Info-Tech Research Group as Director of Research for its vendor research services group, and previously spent 10 years at IDC in a number of key roles focused on providing partner and SMB market guidance to leading ICT firms globally. His industry experience includes a role as Channel Marketing Manager at Compaq Computer, and Associate Editor of Channel Business magazine. Denis Ferrand-Ajchenbaum, SVP Global Business Development & Ecosystems at Exclusive Networks, joined Exclusive with over 30 years of experience in enterprise IT including stints at value-added distributors, resellers, and vendors. As SVP Global Business Development & Ecosystems, he is responsible for maximising the value and global penetration of existing vendor relationships while scouting and acquiring the next generation of Exclusive Networks' trusted digital infrastructure portfolio. Denis is also tasked with driving the strategy for our transactional partners – global system integrators (GSIs) and worldwide reseller network – and non-transactional partners – VCs, educational institutions and international and national bodies. In addition, Denis spearheads the strategy and growth of our innovative subscription platform, X-OD. About Exclusive Networks Exclusive Networks is a trusted cybersecurity specialist addressing these demands with cloud and cybersecurity services. Powered by high-performing technology, supported by an extensive partner ecosystem, delivered by industry-leading talent, and driven by our services 1st ideology. We are leading the way to a data-driven digital future. Learn more about the distributor now. Trusted. Forever relevant.

Former state auditor Heidi Mendoza explains why congressmen shouldn't include SSS and GSIS contributions in the proposed Maharlika Wealth Fund.

Link to bioRxiv paper: http://biorxiv.org/cgi/content/short/2022.11.29.518315v1?rss=1 Authors: Frorup, C., Gerwig, R., Sondergaard Svane, C. A., Mendes Lopes de Melo, J., Floyel, T., Pociot, F., Kaur, S., Storling, J. Abstract: ObjectiveEndoC-{beta}H5 is a newly established human beta-cell model which may be superior to previous models of native human beta cells. Exposure of beta cells to proinflammatory cytokines is a widely used in vitro model of immune-mediated beta-cell failure in type 1 diabetes and we therefore performed an in-depth characterisation of the effects of cytokines on EndoC-{beta}H5 cells. MethodsThe sensitivity profile of EndoC-{beta}H5 cells to the toxic effects of the pro-inflammatory cytokines interleukin-1{beta} (IL-1{beta}), interferon {gamma} (IFN{gamma}) and tumour necrosis factor- (TNF) was examined in titration and time-course experiments. Cell death was evaluated by caspase 3/7 activity, cytotoxicity, viability, TUNEL assay and immunoblotting. Mitochondrial function was evaluated by extracellular flux technology. Activation of signalling pathways and major histocompatibility complex (MHC) class I expression were examined by immunoblotting, immunofluorescence, and real-time quantitative PCR (qPCR). Glucose-stimulated insulin secretion (GSIS) and cytokine-induced chemokine secretion were measured by ELISA and Meso Scale Discovery multiplexing electrochemiluminescence, respectively. Global gene expression was characterised by stranded RNA sequencing. ResultsCytokines increased caspase activity and cytotoxicity in EndoC-{beta}H5 cells in a time- and dose-dependent manner. The proapoptotic effect of cytokines was primarily driven by IFN{gamma}. Cytokine exposure caused impaired mitochondrial function, diminished GSIS, and induced secretion of chemokines. At the signalling level, cytokines increased the phosphorylation of signal transducer and activator of transcription 1 (STAT1) but not c-jun N-terminal kinase (JNK) and did not cause degradation of nuclear factor of kappa light polypeptide gene enhancer in B-cells inhibitor (I{kappa}B). MHC class I was induced by cytokines. Cytokine exposure caused significant changes to the EndoC-{beta}H5 transcriptome including upregulation of HLA genes, endoplasmic reticulum stress markers, and non-coding RNAs. Among the differentially expressed genes were several type 1 diabetes risk genes. ConclusionsOur study provides detailed insight into the functional and transcriptomic effects of cytokines on EndoC-{beta}H5 cells. This knowledge will be helpful for future investigations studying cytokine effects in this cell model. Copy rights belong to original authors. Visit the link for more info Podcast created by Paper Player, LLC

Why does “networking” get such a bad rap? This week's guest, Matt McRoberts, SVP of Global Alliances at Braze — one of our favorite partners at one of our favorite platforms — explores why too many of us are “fair-weather networkers,” leveraging our contacts only when we need something. Matt shares a better, more consistent approach — cultivating and connecting with our professional communities and customers digitally and in person aiming for authentic, win-win relationships. Matt is one of the OG Braze employees — starting way back when Braze was still Appboy — and has watched the platform grow into a publicly-traded company and a leading provider of automated and personalized omnichannel messaging. In his role, Matt oversees the ecosystem strategy at Braze focusing on technology integrations, regional reselling, and channel development as well as partnerships with MSPs including GSIs, consultancies, and agencies. All of the above is ultimately about relationships — with customers and your professional network — and Matt is here to demonstrate how great relationships are forged and nurtured over time.Topics Discussed:How Braze is changing in the coming monthsWhat it means to be a CRMMatt's favorite Braze client success storiesProviding value to networks in good times and badKey messaging and engagement that customers and fans expect from brands 

Exclusive Networks has joined forces with security leaders in calling on the industry to take global action in a bid to end the recruitment crisis in cybersecurity, which is currently faced with an estimated shortfall of 2.7 million professionals. The Paris-headquartered global cybersecurity specialist is one of the founding partners supporting an initiative launched today by investment and advisory firm NightDragon and Next Gen Cyber Talent, a non-profit cyber education provider, to raise $1 million to fund cybersecurity courses for students in the US from diverse and disadvantaged backgrounds. Exclusive will be lending its experience and expertise to the campaign having recently established a partnership with California Polytechnic State University, opening an office on campus and currently sponsoring 12 students, 9 of which are already progressing through their security certification training assignments, delivered by Exclusive and its partners. All are expected to go on to full-time roles in the industry after completing their education. On the international front, Exclusive has partnered with Guardia in Europe to launch the first private cybersecurity academy in France where it will help in the development of course content as well as providing mentoring and internship opportunities for students. Exclusive has also recently become and advisory member of the Cyber Security Coalition in Belgium, a partnership between academia, public authorities and the private sector to share specialist expertise, knowledge and information in the fight against cybercrime. We speak with Jesper Trolle, CEO and Denis Ferrand-Ajchenbaum, Executive Board Member & SVP of Exclusive Networks to discuss the cybersecurity talent challenge and the company's involvement. Jesper is a vastly accomplished entrepreneurial channel business leader who joined Exclusive Networks as CEO in September 2020. Since starting out in his native Denmark building successful reseller and distribution businesses, Jesper has amassed almost three decades of executive experience and worked around the world at the head of multi-billion-dollar VAD organisations. He was President of the Americas for ECS Arrow prior to joining Exclusive and holds an MBA from the Henley Business School. Denis joined Exclusive with over 30 years of experience in enterprise IT including stints at value-added distributors, resellers, and vendors. As an Executive Board Member and SVP Global Business Development & Ecosystems, he is responsible for maximising the value and global penetration of existing vendor relationships while scouting and acquiring the next generation of Exclusive Networks' trusted digital infrastructure portfolio. Denis is also tasked with driving the strategy for our transactional partners – global system integrators (GSIs) and worldwide reseller network – and non-transactional partners – VCs, educational institutions and international and national bodies. In addition, Denis spearheads the strategy and growth of our innovative subscription platform, X-OD. #cybersecurity #exclusivenetworks #skills #cyberawareness

About VenkatVenkat Venkataramani is CEO and co-founder of Rockset. In his role, Venkat helps organizations build, grow and compete with data by making real-time analytics accessible to developers and data teams everywhere. Prior to founding Rockset in 2016, he was an Engineering Director for the Facebook infrastructure team that managed online data services for 1.5 billion users. These systems scaled 1000x during Venkat's eight years at Facebook, serving five billion queries per second at single-digit millisecond latency and five 9's of reliability. Venkat and his team also created and contributed to many noted data technologies and open-source projects, including Facebook's TAO distributed data store, RocksDB, Memcached, MySQL, MongoRocks, and others. Prior to Facebook, Venkat worked on tools to make the Oracle database easier to manage. He has a master's in computer science from the University of Wisconsin-Madison, and bachelor's in computer science from the National Institute of Technology, Tiruchirappalli.Links Referenced: Company website: https://rockset.com Company blog: https://rockset.com/blog TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored by our friends at Revelo. Revelo is the Spanish word of the day, and its spelled R-E-V-E-L-O. It means “I reveal.” Now, have you tried to hire an engineer lately? I assure you it is significantly harder than it sounds. One of the things that Revelo has recognized is something I've been talking about for a while, specifically that while talent is evenly distributed, opportunity is absolutely not. They're exposing a new talent pool to, basically, those of us without a presence in Latin America via their platform. It's the largest tech talent marketplace in Latin America with over a million engineers in their network, which includes—but isn't limited to—talent in Mexico, Costa Rica, Brazil, and Argentina. Now, not only do they wind up spreading all of their talent on English ability, as well as you know, their engineering skills, but they go significantly beyond that. Some of the folks on their platform are hands down the most talented engineers that I've ever spoken to. Let's also not forget that Latin America has high time zone overlap with what we have here in the United States, so you can hire full-time remote engineers who share most of the workday as your team. It's an end-to-end talent service, so you can find and hire engineers in Central and South America without having to worry about, frankly, the colossal pain of cross-border payroll and benefits and compliance because Revelo handles all of it. If you're hiring engineers, check out revelo.io/screaming to get 20% off your first three months. That's R-E-V-E-L-O dot I-O slash screaming.Corey: This episode is sponsored in part by LaunchDarkly. Take a look at what it takes to get your code into production. I'm going to just guess that it's awful because it's always awful. No one loves their deployment process. What if launching new features didn't require you to do a full-on code and possibly infrastructure deploy? What if you could test on a small subset of users and then roll it back immediately if results aren't what you expect? LaunchDarkly does exactly this. To learn more, visit launchdarkly.com and tell them Corey sent you, and watch for the wince.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Today's promoted guest episode is one of those questions I really like to ask because it can often come across as incredibly, well, direct, which is one of the things I love doing. In this case, the question that I am asking is, when you look around at the list of colossal blunders that people make in the course of careers in technology and the rest, it's one of the most common is, “Oh, yeah. I don't like the way that this thing works, so I'm going to build my own database.” That is the siren call to engineers, and it is often the prelude to horrifying disasters. Today, my guest is Venkat Venkataramani, co-founder and CEO at Rockset. Venkat, thank you for joining me.Venkat: Thanks for having me, Corey. It's a pleasure to be here.Corey: So, it is easy for me to sit here in my beautiful ivory tower that is crumbling down around me and use my favorite slash the best database imaginable, which is TXT records shoved into Route 53. Now, there are certainly better databases than that for most use cases. Almost anything really, to be honest with you, because that is a terrifying pattern; good joke, terrible practice. What is Rockset as we look at the broad landscape of things that store data?Venkat: Rockset is a real-time analytics platform built for the cloud. Let me break that down a little bit, right? I think it's a very good question when you say does the world really need another database? Don't we have enough already? SQL databases, NoSQL databases, warehouses, and lake houses now.So, if you really break it down, the first digital transformation that happened in the '80s was when people actually retired pen and paper records and started using a relational database to actually manage their business records and what have you instead of ledgers and books and what have you. And that was the first digital transformation. That was—and Oracle called the rows in a table ‘records' for a reason. They're called records to this date. And then, you know, 20 years later, when all businesses were doing system of record and transactions and transactional databases, then analytics was born, right?This was, like, the whole reason why I wanted to make better data-driven business decisions, and BI was born, warehouses and data lakes started becoming more and more mainstream. And there was really a second category of database management systems because the first category it was very good at to be a system of record, but not really good at complex analytics that businesses are asking to be able to guide their decisions. Fast-forward 20 years from then, the nature of applications are changing. The world is going from batch to real-time, your data never stops coming, advent of Apache Kafka and technologies like that, 5G, IoTs, data is coming from all sorts of nooks and corners within an enterprise, and now customers in enterprises are acquiring the data in real-time at a scale that the world has never seen before.Now, how do you get analytics out of that? And then if you look at the database market—entire market—there are still only two large categories of databases: OLTP databases for transaction processing, and warehouses and data lakes for batch analytics. Now suddenly, you need the speed of OLTP at the scale of batch, right, in terms of, like, complexity of compute, complexity of storage. So, that is really why we thought the data management space needs that third leg, and we call it real-time analytics platform or real-time analytics processing. And this is where the data never stops coming; the queries never stopped coming.You need the speed and the scale, and it's about time we innovate and solve the problem well because in 2015, 2016, when I was researching for this, every company that was looking to solve build applications that were real-time applications was building a custom Rube Goldberg machine of sorts. And it was insanely complex, it was insanely expensive. Fast-forward now, you can build a real-time application in a matter of hours with the simplicity of the cloud using Rockset.Corey: There's a lot to be said that the way we used to do things after the first transformation and we got into the world of batch processing, where—in the days of punch cards, which was a bit before my time and I believe yours as well—where they would drop them off and then the next day, or two days, they would come back later after the run, they would get the results only to figure out syntax error because you put the wrong card first or something like that. And it was maddening. In time, that got better, but still, nightly runs have become a thing to the point where even now, by default, if you wind up looking at the typical timing of a default Linux install, for example, you see that in the middle of the night is when a bunch of things will rotate when various cleanup jobs get done, et cetera, et cetera. And that seemed like a weird direction to go in. One of the most famous Google April Fools Day jokes was when they put out their white paper on MapReduce.And then Yahoo fell for it hook, line, and sinker, built out Hadoop, and we've been stuck with this idea of performing these big query jobs on top of existing giant piles of data, where ideally, you can measure it with a wall clock; in practice, you often measure the calendar in some cases. And as the world continues to evolve, being able to do streaming processing and understand in real-time what is going on, is unlocking different approaches, at least by all accounts. Do you have an example you can give me of a problem that real-time analytics solves for a customer? Because I can sit here and talk all day about how things might theoretically work, but I have to get out of my Route 53-based ivory tower over here, what are customers seeing?Venkat: That's a great question. And I want one hundred percent agree. I think Google did build MapReduce, and I think it's a very nice continuation of what happened there and what is happening in the world now. And built MapReduce and they quickly realized re-indexing the whole world [laugh] every night, as the size of the internet is exploding is a bad idea. And you know how Google index is now? They do real-time indexing.That is how they index the wor—you know, web. And they look for the changes that are happening in the internet, and they only index the changes. And that is exactly the same principle behind—one of the core principles behind Rockset's real-time analytics platform. So, what is the customer story? So, let me give you one of my favorite ones.So, the world's number one or number two buy now, pay later company, they have hundreds of millions of users, they have 300,000-plus merchants, they operate in, like, maybe 100-plus countries, so many different payment methods, you can imagine the complexity. At any given point in time, some part of the product is broken, well, Apple Pay stopped working in Switzerland for this e-commerce merchant. Oh God, like, we got to first detect that. Forget even debugging and figuring out what happened and having an incident response team. So, what did they do as they scale the number of payments processed in the system across the world—it's, like, in millions; first, it was millions in the day, and there was millions in an hour—so like everybody else, they built a batch-based system.So, they would accumulate all these payment records, and every six hours—so initially, it was a day, and then afterwards, you know, you try to see how far I can push it, and they couldn't push it beyond every six hours. Every six hours, some batch job would come and process through all the payments that happened, have some statistical models to detect, hey, here are some of the things that you might want to double-click and follow up on. And as they were scaling, the batch job that they will kick off every six hours was starting to take more than six hours. So, you can see how the story goes. Now, fast-forward, they came to us and say—it's almost like Rockset has, like, a big red button that says, “Real-time this.”And then they kind of like, “Can you make this real-time? Because not only that we are losing millions of potential revenue dollars in a year because something stops working and we're not processing payments, and we don't find out about that up to, like, three hours later, five hours later, six hours later, but our merchants are also very unhappy. We are also not able to protect our customers' business because that is all we are about.” And so fast-forward, they use Rockset, and simply using SQL now they have all the metrics and statistical computation that they want to do, happens in real-time, that are accurate up to the second. All of their anomaly detectors run every minute and the anomaly detectors take, like, hundreds of milliseconds to run.And so, now they've cut down the business observability, I would say. It's not metrics and machine observability is actually the—you know, they have now business observability in real-time. And that not only actually saves them a lot of potential revenue loss from downtimes, that's also allowing them to build a better product and give their customers a better experience because they are now telling their merchants and their customers that something is not working in some part of your e-commerce footprint before even the customers notice that something is wrong. And that allows them to build a better product and a better customer experience than their competitors. So, this is a very real-world example of why companies and enterprises are moving from batch to real-time.Corey: With the stories that you, and frankly, a lot of other data analytics companies tend to fall back on all the time has been stories of the ones you're telling, where you're talking about the largest buy now, pay later lender, for example. These are companies operating at massive scale who have tremendous existing transaction volume, and they're built out already. That's great, but then I wanted to try to cut to the truth of some of these things. And when I visit your pricing page at Rockset, it doesn't have what I would expect if that were the only use case. And what that would be is, “Great. Call here to conta—open up a sales quote, and we'll talk to you et cetera, et cetera, et cetera.”And the answer then is, “Okay, I know it's going to have at least two commas in it, ideally, not three, but okay, great.” Instead, you have a free tier where it's, “Hey, we'll give you a pile of credits, here's some limits on our free account, et cetera, et cetera.” Great. That is awesome. So, it tells me that there is a use case here for folks who have not already, on some level, made a good show of starting the process of conquering the world.Rather, someone with an idea some evening at two in the morning can wind up diving in and getting started. What is the Twitter for Pets, in my garage, spare-time side project story for using something like Rockset? What problem will I have as I wind up building those things out, when I don't have any user traffic or data yet, but I want to, you know for once in my life, do the smart thing in advance rather than building an impressive tower of technical debt?Venkat: That is the first thing we built, by the way. When we finish our product, the first thing we built was self-service. The first thing we built was a free forever tier, which has certain limits because somebody has to pay the bill, right? And then we also have compute instances that are very, very affordable that cost you, like, approximately $1 a day. And so, we built all of that because real-time analytics is not a need that only, like, the large-scale companies have. And I'll give you a very, very simple example.Let's say you're building a game, it's a mobile game. You can use Amazon DynamoDB and use AWS Lambdas and have a serverless stack and, like, you're really only paying… you're kind of keeping your footprint very, very small, and you're able to build a very lively game and see if it gets [wider 00:12:16], and it's growing. And once it grows, you can have all the big company scaling problems. But in the early days, you're just getting started. Now, if you think about DynamoDB and Lambdas and whatnot, you can build almost every part of the game except probably the leaderboard.So, how do I build a leaderboard when thousands of people are playing and all of their individual gameplays and scores and everything is just another simple record in DynamoDB. It's all serverless. But DynamoDB doesn't give me a SQL SELECT *, order by score, limit 100, distinct by the same player. No, this is a analytical question, and it has to be updated in real-time, otherwise, you really don't have this thing where I just finished playing. I go to the leaderboard, and within a second or two, if it doesn't update, you kind of lose people along the way. So, this is one of actually a very popular use case, when the scale is much smaller, which is, like, Rockset augments NoSQL database like a Dynamo or a Mongo where you can continue to use that for—or even a Postgres or MySQL for that case where you can use that as your system of record and keep it small, but cover all of your compute-heavy and analytical parts of your application with Rockset.So, it's almost like kind of a CQRS pattern where you use your OLTP database as your system of record, you connect Rockset to it, and so—Rockset comes in with built-in connectors, by the way, so you don't have to write a single line of code for your inserts and updates and deletes in your transactional database to get reflected in Rockset within one to two seconds. And so now, all of a sudden you have a fully indexed, fast SQL replica of your transactional database that on which you can do all sorts of analytical queries and that's fully isolated with your transactional database. So, this is the pattern that I'm talking about. The mobile leaderboard is an example of that pattern where it comes in very handy. But you can imagine almost everybody building some kind of an application has certain parts of it that is very analytical in nature. And by augmenting your transactional database with Rockset, you can have your cake and eat it too.Corey: One of the challenges I think that at least I've run into when it comes to working with data—and let's be clear, I tend to deal with data in relatively small volumes, mostly. The stuff that's significantly large, like, oh, I don't know, AWS bills from large organizations, the format of those is mostly predefined. When I'm building something out, we're using, I don't know, DynamoDB or being dangerous with SQLite or whatnot, invariably I find that even at small-scale, I paint myself into a corner by data model design or how I wind up structuring access or the rest, and the thing that I'm doing that makes perfect sense today winds up being incredibly challenging to change later. And I still, in production and have a DynamoDB table that has the word ‘test' in its name because of course I do.It's not a great place to find yourself in some cases. And I'm curious as to what you've seen, as you've been building this out and watching customers, especially ones who already had significant datasets as they move to you. Do you have any guidance around how to avoid falling down that particular well?Venkat: I will say a lot of the complexity in this world is by solving the right problems using the wrong tool, or by solving the right problem on the wrong part of the stack. I'll unpack this a little bit, right? So, when your patterns change, your application is getting more complex, it is demanding more things, that doesn't necessarily mean the first part of the application you build—and let's say DynamoDB was your solution for that—was the wrong choice. That is the right choice, but now you're expanded the scope of your application and the demand that you have on your backend transactional database. And now you have to ask the question, now in the expanded scope, which ones are still more of the same category of things on why I chose Dynamo and which ones are actually not at all?And so, instead of going and abusing the GSIs and other really complex and expensive indexing options and whatnot, that Dynamo, you know, has built, and has all sorts of limitations, instead of that, what do I really need and what is the best tool for the job, right? What is the best system for that? And how do I augment? And how do I manage these things? And this goes to the first thing I said, which is, like, this tremendous complexity when you start to build a Rube Goldberg machine of sorts.Okay, now, I'm going to start making changes to Dynamo. Oh, God, like, how do I pick up all of those things and not miss a single record? Now, replicate that to another second system that is going to be search-centric or reporting-centric, and do I have to rethink this once in a while? Do I have to build and manage these pipelines? And suddenly, instead of going from one system to two system, you actually end up going from one system to, like, four different things that with all the pipes and tubes going into the middle.And so, this is what we really observed. And so, when you come in to Rockset and you point us at your DynamoDB table, you don't write a single line of code, and Rockset will automatically scan your Dynamo tables, move that into Rockset, and in real-time, your changes, insert, updates, deletes to Dynamo will be reflected in Rockset. And this is all using Dynamo Streams API, Dynamo Scan API, and whatnot, behind the scenes. And this just gives you an example of if you use the right tool for the job here, when suddenly your application is demanding analytical queries on Dynamo, and you do the right research and find the right tool, your complexity doesn't explode at all, and you can still, again, continue to use Dynamo for what it is very, very good at while augmenting that with a system built for analytics with full-featured SQL and other capabilities that I can talk about, for the parts of your application for which Dynamo is not a good fit. And so, if you use the right tool for the job, you should be in very good place.The other thing is part about this wrong part of the stack. I'll give a very kind of naive example, and then maybe you can extrapolate that to, like, other patterns on how people could—you know, accidental complexities the worst. So, let's just say you need to implement access control on your data. Let's say the best place to implement access control is at the database level, just happens to be that is the right thing. But this database that I picked, doesn't really have role-based access control or what have you, it doesn't really give me all the security features to be able to protect the data the way I want it.So, then what I'm going to do is, I'm going to go look at all the places that is actually having business logic and querying the database and I'm going to put a whole bunch of permission management and roles and privileges, and you can just see how that will be so error-prone, so hard to maintain, and it will be impossible to scale. And this is what is the worst form of accidental complexity because if you had just looked at it that one week or two weeks, how do I get something out, or the database I picked doesn't have it, and then the two weeks, you feel like you made some progress by, kind of like, putting some duct tape if conditions on all the access paths. But now, [laugh] you've just painted yourself into a really, really bad corner.And so, this is another variation of the same problem where you end up solving the right problems in the wrong part of the stack, and that just introduces tremendous amount of accidental complexity. And so, I think yeah, both of these are the common pitfalls that I think people make. I think it's easy to avoid them. I would say there's so much research, there's so much content, and if you know how to search for these things, they're available in the internet. It's a beautiful place. [laugh]. But I guess you have to know how to search for these things. But in my experience, these are the two common pitfalls a lot of people fall into and paint themselves in a corner.Corey: Couchbase Capella Database-as-a-Service is flexible, full-featured and fully managed with built in access via key-value, SQL, and full-text search. Flexible JSON documents aligned to your applications and workloads. Build faster with blazing fast in-memory performance and automated replication and scaling while reducing cost. Capella has the best price performance of any fully managed document database. Visit couchbase.com/screaminginthecloud to try Capella today for free and be up and running in three minutes with no credit card required. Couchbase Capella: make your data sing.Corey: A question I have, though, that is an extension is this—and I want to give some flavor to it—but why is there a market for real-time analytics? And what I mean by that is, early on in my tenure of fixing horrifying AWS bills, I saw a giant pile of money being hurled over at effectively a MapReduce cluster for Elastic MapReduce. Great. Okay, well, stream-processing is kind of a thing; what about migrating to that? Well, that was a complete non-starter because it wasn't just the job running on those things; there were downstream jobs, and with their own downstream jobs. There were thousands of business processes tied to that thing.And similarly, the idea of real-time analytics, we don't have any use for that because of, oh I don't know, I only wind up pulling these reports on a once-a-week basis, and that's fine, so what do I need that updated for in real-time if I'm looking at them once a week? In practice, the answer is often something aligned with the, “Well, yeah, but you had a real-time updating dashboard, you would find that more useful than those reports.” But people's expectations and business processes have shaped themselves around constraints that now can be removed, but how do you get them to see that? How do you get them to buy in on that? And then how do you untangle that enormous pile of previous constraint into something that leverages the technology that's now available for a brighter future?Venkat: I think [unintelligible 00:21:40] a really good question, who are the people moving to real-time analytics? What do they see? And why can they do it with other tech? Like, you know, as you say… EMR, you know, it's just MapReduce; can't I just run it in sort of every twenty-four hours, every six hours, every hour? How about every five minutes? It doesn't work that way.Corey: How about I spin up a whole bunch of parallel clusters on different timescales so I constantly—Venkat: [laugh].Corey: Have a new report coming in. It's real-time, except—Venkat: Exactly.Corey: You're constantly putting out new ones, but they're just six hours delayed every time.Venkat: Exactly. So, you don't really want to do this. And so, let me unpack it one at a time, right? I mean, we talked about a very good example of a business team which is building business observability at the buy now, pay later company. That's a very clear value-prop on why they want to go from batch to real-time because it saves their company tremendous losses—potential losses—and also allows them to build a better product.So, it could be a marketing operations team looking to get more real-time observability to see what campaigns are working well today and how do I double down and make sure my ad budget for the day is put to good use? I don't have to mention security operations, you know, needing real-time. Don't tell me I got owned three days ago. Tell me—[laugh] somebody is, you know, breaking glass and might be, you know, entering into your house right now. And tell me then and not three days later, you know—Corey: “Yeah, what alert system do you have for security intrusion?” “So, I read the front page of_The New York Times_ every morning and waiting to see my company's name.” Yeah, there probably are better ways to reduce that cycle time.Venkat: Exactly, right. And so, that is really the need, right? Like, I think more and more business teams are saying, “I need operational intelligence and not business intelligence.” Don't make me play Monday morning quarterback.My favorite analogy is it's the middle of the third quarter. I'm six points down. A couple of people, star players in my team and my opponent's team are injured, but there's some in offense, some in defense. What plays do I do and how do I play the game slightly differently to change the outcome of the game and win this game as opposed to losing by six points. So, that I think is kind of really what is driving businesses.You know, I want to be more agile, I want to be more nimble, and take, kind of, being data-driven decision-making to another level. So that, I think, is the real force in play. So, now the real question is, why can they do it already? Because if you go ask a hundred people, “Do you want fast analytics on real-time data or slow analytics on stale data?” How many people are going to say give me slow and stale? Zero, right? Exactly zero people.So, but then why hasn't it happened yet? I think it goes back to the world only has seen two kinds of databases: Transaction processing systems, built for system of record, don't lose my data kind of systems; and then batch analytics, you know, all these warehouses and data lakes. And so, in real-time analytics use cases, the data never stops coming, so you have to actually need a system that is running 24/7. And then what happens is, as soon as you build a real-time dashboard, like this example that you gave, which is, like, I just want all of these dashboards to automatically update all the time, immediately people respond, says, “But I'm not going to be like Clockwork Orange, you know, toothpicks in my eyelids and be staring at this 24/7. Can you do something to alert or detect some anomalies and tap on my shoulder when something off is going on?”And so, now what happens is somebody's actually—a program more than a person—is actually actively monitoring all of these metrics and graphs and doing some analysis, and only bringing this to your attention when you really need to because something is off, right? So, then suddenly what happens is you went from, accumulate all the data and run a batch report to [unintelligible 00:25:16], like, the data never stops coming, the queries never stopped coming, I never stop asking questions; it's just a programmatic way of asking those things. And at that point, you have a data app. This is not a analytics dashboard report anymore. You have a full-fledged application.In fact, that application is harder to build and scale than any application you've ever built before [laugh] because in those situations, again, you don't have this torrent of data coming in all the time and complex analytical questions you're asking on the data 24/7, you know? And so, that I think is really why real-time analytics platform has to be built as almost a third leg. So, this is what we call data apps, which is when your data never stops coming and your queries never stop coming. So, this is really, I think, what is pushing all the expensive EMR clusters or misusing your warehouse, misusing your data lakes. At the end of the day, is what is I think blowing up your Snowflake bills, is what blowing up your warehouse builds because you somehow accidentally use the wrong tool for the job [laugh] going back to the one that we just talked about.You accidentally say, “Oh, God, like, I just need some real-time.” With enough thrust, pigs can fly. Is that a good idea? Probably not, right? And so, I don't want to be building a data app on my warehouse just because I can. You should probably use the best tool for the job, and really use something that was built ground up for it.And I'll give you one technical insight about how real-time analytics platforms are different than warehouses.Corey: Please. I'm here for this.Venkat: Yes. So really, if you think about warehouses and data lakes, I call them storage-optimized systems. I've been building databases all my life, so if I have to really build a database that is for batch analytics, you just break down all of your expenses in terms of let's say, compute and storage. What I'm burning 24/7 is storage. Compute comes and goes when I'm doing a batch data load, or I'm running—an analyst who logs in and tries to run some queries.But what I'm actually burning 24/7 is storage, so I want to compress the heck out of the data, and I want to store it in very cheap media. I want to store it—and I want to make the storage as cheap as possible, so I want to optimize the heck out of the storage use. And I want to make computation on that possible but not efficient. I can shuffle things around and make the analysis possible, but I'm not trying to be compute-efficient. And we just talked about how, as soon as you get into real-time analytics, you very quickly get into the data app business. You're not building a real-time dashboard anymore, you're actually building your application.So, as soon as you get into that, what happens is you start burning both storage and compute 24/7. And we all know, relatively, [laugh] compute and RAM is about a hundred to a thousand times more expensive than storage in the grand scheme of things. And so, if you actually go and look at your Snowflake bill, if you go look at your warehouse bill—BigQuery, no matter what—I bet the computational part of it is about 90 to 95% of the bill and not the storage. And then, if you again, break down, okay, who's spending all the compute, and you'll very quickly narrow down all these real-time-y and data app-y use cases where you can never turn off the compute on your warehouse or your BigQuery, and those are the ones that are blowing up your costs and complexity. And on the Rockset side, we are actually not storage-optimized; we're compute-optimized.So, we index all the data as it comes in. And so, the storage actually goes slightly higher because the, you know, we stored the data and also the indexes of those data automatically, but we usually fold the computational cost to a quarter of what a typical warehouse needs. So, the TCO for our customers goes down by two to four folds, you know? It goes down by half or even to a quarter of what they used to spend. Even though their storage cost goes up in net, that is a very, very small fraction of their spend.And so really, I think, good real-time analytics platforms are all compute-optimized and not storage-optimized, and that is what allows them to be a lot more efficient at being the backend for these data applications.Corey: As someone who spends a lot of time staring into the depths of AWS bills, I think that people also lose sight of the reality that it doesn't matter what you're spending on AWS; it invariably pales in comparison to what you're spending on people to work with these things. The reason to go to cloud is not because it is the cheapest possible way to get computers to do things; it's because it's a capability story. It's about unlocking capacity and capabilities you do not have otherwise. And that dramatically increases your feature velocity and it lets you to achieve things faster, sooner, with better results. And unlocking a capability is always going to be more interesting to a company than saving money on it. When a company cares first, last, and always about just save money, make the bill lower, the end, it's usually a company in decline. Or alternately, something very strange is going on over there.Venkat: I agree with that. One of our favorite customers told us that Rockset took their six-month roadmap and shrunk it to a single afternoon. And their supply chain SaaS backend for heavy construction, 80% of concrete that are being delivered and tracked in North America follows through their platform, and Rockset powers all of their real-time analytics and reporting. And before Rockset, what did they have? They had built a beautiful serverless stack using DynamoDB, even have AWS Lambdas and what-have-you.And why did they have to do all serverless? Because the entire team was two people. [laugh]. And maybe a third person once in a while, they'll get, so 2.5. Brilliant people, like, you know, really pioneers of building an entire data stack on AWS in a serverless fashion; no pipes, no ETL.And then they were like, oh God, finally, I have to do something because my business demands and my customers are demanding real-time reporting on all of these concrete trucks and aggregate trucks delivering stuff. And real-time reporting is the name of the game for them, and so how do I power this? So, I have to build a whole bunch of pipes, deliver it to, like, some Elasticsearch or some kind of like a cluster that I had to keep up in real-time. And this will take me a couple of months, that will take me a couple of months. They came into Rockset on a Thursday, built their MVP over the weekend, and they had the first working version of their product the following Tuesday.So—and then, you know, there was no turning back at that point, not a single line of code was written. You know, you just go and create an account with Rockset, point us at your Dynamo, and then off you go. You know, you can use start using SQL and go start building your real-time application. So again, I think the tremendous value, I think a lot of customers like us, and a lot of customers love us. And if you really ask them what is one thing about Rockset that you really like, I think it'll come back to the same thing, which is, you gave me a lot of time back.What I thought would take six months is now a week. What I thought would be three weeks, we got that in a day. And that allows me to focus on my business. I want to spend more time with my stakeholders, you know, my CPO, my sales teams, and see what they need to grow our business and succeed, and not build yet another data pipeline and have data pipelines and other things coming out of my nose, you know? So, at the end of the day, the simplicity aspects of it is very, very important for real-time analytics because, you know, we can't really realize our vision for real-time being the new default in every enterprise for whenever analytics concern without making it very, very simple and accessible to everybody.And so, that continues to be one of our core thing. And I think you're absolutely right when you say the biggest expense is actually the people and the time and the energy they have to spend. And not having to stand up a huge data ops team that is building and managing all of these things, is probably the number one reason why customers really, really like working with our product.Corey: I want to thank you for taking so much time to talk me through what you're working on these days. If people want to learn more, where's the best place to find you?Venkat: We are Rockset, I'll spell it out for your listeners ROCKSET—rock set—rockset.com. You can go there, you can start a free trial. There is a blog, rockset.com/blog has a prolific blog that is very active. We have all sorts of stories there, and you know engineers talking about how they implemented certain things, to customer case studies.So, if you're really interested in this space, that's one on space to follow and watch. If you're interested in giving this a spin, you know, you can go to rockset.com and start a free trial. If you want to talk to someone, there is, like, a ‘Request Demo' button there; you click it and one of our solutions people or somebody that is more familiar with Rockset would get in touch with you and you can have a conversation with them.Corey: Excellent. And links to that will of course go in the [show notes 00:34:20]. Thank you so much for your time today. I appreciate it.Venkat: Thanks, Corey. It was great.Corey: Venkat Venkataramani, co-founder and CEO at Rockset. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with an insulting crappy comment that I will immediately see show up on my real-time dashboard.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

The genetic changes that occur within the protein-coding gene NOTCH1 have not yet been fully studied or classified. Despite a lack in research, previous studies have suggested that NOTCH1 may be a potential target for novel cancer therapies, particularly against triple-negative breast cancer (TNBC). NOTCH1 variants in TNBC tend to cluster in the PEST region and have previously been linked to gamma secretase inhibitor (GSI) sensitivity and chemotherapy resistance. “Furthermore, TNBC patients with increased Notch1 expression have demonstrated increased aggressive phenotypes and lower median overall survival [25].” Since TNBC is well-known for a lack of actionable therapeutic targets, aggressive phenotypes and poor prognoses, there is an important need to develop new targeted therapies—as well as predictive markers for those therapies. Researchers from The Johns Hopkins University School of Medicine, Vanderbilt University Medical Center and The Vanderbilt-Ingram Cancer Center experimented in vitro with NOTCH1 variants and their ability to predict TNBC responsiveness to GSIs and standard of care chemotherapies. Their trending research paper was published by Oncotarget on February 16, 2022, and entitled, “NOTCH1 PEST domain variants are responsive to standard of care treatments despite distinct transformative properties in a breast cancer model.” Full blog - https://www.oncotarget.org/2022/02/24/trending-with-impact-are-notch1-variants-prognostic-in-breast-cancer/ DOI - https://doi.org/10.18632/oncotarget.28200 Correspondence to - Ben Ho Park - ben.h.park@vumc.org Sign up for free Altmetric alerts about this article - https://oncotarget.altmetric.com/details/email_updates?id=10.18632%2Foncotarget.28200 Keywords - NOTCH1, TNBC, breast cancer, PEST About Oncotarget Oncotarget is a peer-reviewed, open access biomedical journal covering research on all aspects of oncology. To learn more about Oncotarget, please visit https://www.oncotarget.com and connect with us: SoundCloud - https://soundcloud.com/oncotarget Facebook - https://www.facebook.com/Oncotarget/ Twitter - https://twitter.com/oncotarget Instagram - https://www.instagram.com/oncotargetjrnl/ YouTube - https://www.youtube.com/OncotargetYouTube LinkedIn - https://www.linkedin.com/company/oncotarget Pinterest - https://www.pinterest.com/oncotarget/ Reddit - https://www.reddit.com/user/Oncotarget/ Oncotarget is published by Impact Journals, LLC: https://www.ImpactJournals.com Media Contact MEDIA@IMPACTJOURNALS.COM 18009220957

(2) CLARIFICATION UPDATES: from Brian Burton on Facebook, the cover art matte mario that went for "40k is an imp with a very high grade sixth print manual" "Unless the labels are wrong and they are correct inside" "that's a huge unaddressed fuck up so pop has two 7.0" "if they are corrected they will need to find equivalent graded correct manuals so most likely they won't remain 7.0 pieces" and from Kevin aka frogfucions85 on IG, "Wanted to clarify something that you discussed early in the episode about inserts and GSIs. There are two types of inserts in CiBs: Standard inserts: these are anything in the box that is not specific to that game. This could be the Nintendo branded cart sleeve, nintendo power card, etc. that is in more than one game. The others are inserts that are specific to the game, a GSI (“Game-Specific-Insert”). This could be the Zelda map, a strategy guide offer for that game, etc. The Zelda pink slip is a GSI. It was only in Zelda, and specifically was only in a very limited amount of second print boxes. It is an imp in anything else. One way to check if something is a GSI is to look for a code on the insert. Check the picture of the Zelda pink slip, the bottom right corner says “NES-ZL-US”. The 2 letter code is the game, in this case ZL is Zelda." in this Top of 5th Inning Episode 4, hopper shares his opinions to build Powerful Relationships own True First Prints build Bulletproof POP Defense, etc. image owned by Heritage Auctions, Facebook and Instgram

East Asia's evolving regional trade architecture Topics of discussion (held on 10 NOVEMBER 2021) Assessment of regional trade arrangements (CPTPP and RCEP) and the changing nature of trade in East Asia. Competing trade strategies of major regional powers and how Taiwan and South Korea find their place. Impact of regional trade agreements on the evolution of the global trade architecture. Speakers: Deborah Elms, Founder and Executive Director, Asian Trade Centre Taeho Bark, President, Lee & Ko Global Commerce Institute, Emeritus Professor, GSIS, Seoul National University, and former Trade Minister, Republic of Korea Roy Chun Lee, Associate Research Fellow and Senior Deputy Executive Director, Taiwan WTO and RTA Center, Chung Hua Institution for Economic Research Moderator: Françoise Nicolas, Director, Senior Economist, Center for Asian Studies, Ifri

Global Systems Integrator (GSI) partners are the giants of your partner portfolio. Although it can take a big effort to get one of these partnerships off the ground,  the results can be a game changer for your company. Check out this episode to hear how to get started with engaging GSIs. Join the discussion on the Partner Strategy Network LinkedIn Group

Melanjutkan cerita cinta Deasy dengan Korea. Kali ini Deasy sharing tentang pengalaman sekolah post graduate di GSIS, Ewha University, Seoul Korea. Jauh dari suami, jauh dari istri, dan bertemu dengan mahasiswi dari bermacam negara. Udah kayak United Nation rasanya. Apa aja yang terjadi selama 6 bulan, banyak banget. Semuanya diceritain di sini.

Today's episode features Mark Sullivan, former director of the United States Secret Service and until 2017, was a principal at GSIS, a global security consulting and business advisory firm. Rick and Mark discuss the pressing national and international security issues of the day, including increased cyber threats, home grown terrorists groups, as well as the importance of pandemic planning and creating a continuity of business plan post-COVID.

Welcome everyone, to the 57th episode of the Blind Tech Guys. As always, it is awesome to have you all with us, and we appreciate you tuning in each and every week. What's new in the news Google Is Prepping Messages For Web With Google Fi Features Data Collection – The ORBIT (Object Recognition for Blind Image Training) Dataset Interesting Early Pixel 5 Issues You can finally mute conversations forever on WhatsApp Main Part Of Today's PodcastWe discussed and demonstrated the procedure for flashing the public release, or an AOSP build of ANdroid onto a Pixel phone. Please note that we are not responsible for anything which may happen to your device as a result of following our instructions, or the below links. Follow these instructions to prepare your device, computer, and to learn how to flash. Use this link to flash your Pixel back to the latest release. Install custom ROMs and GSIs on Samsung Galaxy devices without TWRP How To Install Custom ROM on Android App of the WeekThe vOICe is an app which takes advantage of sensory substitution to provide us with a great deal of independence, and we encourage you to take the time to learn and work with it. The app's core purpose is to convert images into soundscapes, however it has many other useful features as well. You can access the tutorial, learn about the developer, and find other platforms where you can use the vOICe. Visit the SeeingWithSound website to learn more about the vOICe. Download the voICe from Google Play Use the vOICe from a web browser from an iPhone or most other devices To conclude this week's podcast, we had several emails which we went through and hopefully provided the answers you were seeking. The team would like to thank everyone that submits feedback and queries each and every week.In Conclusion To get in touch, send us an email to blindtechguyspodcast@gmail.com In order to support the show, please share this podcast, and subscribe using your favourite podcatcher. Links can be found at the Blind Tech Guys website. We can also be found on Facebook, Twitter, and YouTube Support the show (https://www.pod.fan/blind-tech-guys)★ Support this podcast ★

Jeremy chats with Rick Houlihan about the use cases for NoSQL, why single table designs are so powerful, ways to model relational data with GSIs, and so much more in PART 1 of this two-part conversation.

I am currently in the software consulting business supporting Microsoft's Power Platform. As you may know, I write about it a lot, but for this post I wanted to veer off a little bit from my typical subject matter. Instead I wanted to talk about customers, and their experiences with companies that provide services. Epiphany I was talking to one of our customer-facing people a few months ago, who was working on one of our larger customer projects. I asked him how things were going. He started to go into the customer's asks, and the hours that had been utilized to fulfill those asks. I interrupted and said, "No, I mean, is the customer happy?" He hesitated, then replied, "I think so". My brain started churning, "you think so"? Do we know? I came to the realization that I always know when a customer is not happy, because they don't hesitate to let me know. But they never let me know that they are actually happy... unless I ask them. "Fine" Occasionally, my wife will ask me how something like her new hair style looks. My reflexive response is "Fine", which leads to her stomping off and mumbling, "I know what fine means". Apparently, I do not know what "Fine" means. It seems that it actually means that I am indifferent, which was not her desired response. Whenever I am on the phone with a current customer, I always ask how things are going, and they frequently say, "Fine". Until recently, I took that as a satisfactory response. But actually "Satisfactory", is not a very satisfactory response to that question. "Fine" does not equal "I love you guys!" I think it means they are indifferent to the job you are doing for them, neither dissatisfied enough to get rid of you, nor thrilled to be working with you either. It is a "Neutral" response. Neutral When you put your car in neutral and rev your engine, you go neither forward nor backward. Neutral kinda sucks. While you can know for sure if a customer is not happy with you, you can only intuit whether they are thrilled. But what if your intuition is wrong, and they are only "Fine" with you. Are they going to tell their colleagues about you? Are they going to go to bat for you to stay on the project as it grows or evolves? Or are they going to say, "Eh, they're fine"? Yes, neutral sucks. So how do you get out of neutral? You can Ask Years ago we were brought in by another partner in a P2P scenario to assist with Dynamics 365. I remember some call with me and the partner where he was wondering if the customer was satisfied with things. I said, "Well, we can give them a call and ask?". He replied, "Hell no, don't ever do that!". I said, "Why Not?", and he said, "What if they're not happy?". Obviously I love to hear that my customers are very happy with us, but the value I receive from that is a smile. The real value is received when they are not happy. I don't like hearing it, but hiding from it is worse. At least knowing, I can take action. If the first time I hear that they are unhappy, is when they take the step of reaching out to me, it could be too late. NPS The Net Promoter Score idea was brilliant. It sums up the health of your relationship with one single question: "How likely is it that you would recommend our company/product/service to a friend or colleague?". Respondents are asked to rate that question on a scale of 0-10, 10 being most likely. It is simple, and easy for them to provide, unlike a full Customer Satisfaction Survey. From the web:"Those who respond with a score of 9 to 10 are called Promoters, and are considered likely to exhibit value-creating behaviors, such as buying more, remaining customers for longer, and making more positive referrals to other potential customers. Those who respond with a score of 0 to 6 are labeled Detractors, and they are believed to be less likely to exhibit the value-creating behaviors. Responses of 7 and 8 are labeled Passives, and their behavior falls between Promoters and Detractors. The Net Promoter Score is calculated by subtracting the percentage of customers who are Detractors from the percentage of customers who are Promoters. For purposes of calculating a Net Promoter Score, Passives count toward the total number of respondents, thus decreasing the percentage of detractors and promoters and pushing the net score toward 0." Typical Use I think the most common use for NPS is sending it to customers after they received your product or service, and generating a Score from the aggregate results. I am less concerned about the aggregate score, I am more interested in the individual result. I am also not wanting to wait until the end of the engagement to get it. We instituted a program where we ask regularly, sometimes even weekly, during an engagement. It can be automated. Basically I want to take the temperature of the relationship continuously. Once a week, I may ask a customer for a single button press, so it is not a hassle for them to give it. This is part of the beauty of a single question. Hiring How has this impacted our hiring practices? This seems like a left field topic, but actually it is not. We share the customer score with the team member in charge of the project. What do I consider an appropriate response from a team member for a low score? Well, it does not include things like, "It's not my fault", or "The customer is an asshole", or "It's okay, I'm billing the crap out of them". No, I want people who are on the verge of tears when they hear their performance was scored low by a customer. Their tendencies are fairly easy to spot in an interview. Long Game You can no longer build a sustainable business on the "Burnt Bridge" model. Cloud has moved us all into having to think longer term. The old days of trying to get as much revenue as possible, as quickly as possible, are pretty much gone. The new game is revenue generation over time. How much time? It may take years to generate the same revenue from a customer that it took months to obtain in the past. Needless to say, if you are not keeping them happy, you may not been engaged with them for very long. Your best customers are your existing customers, and the best of those are the ones that are happy with you. So you need to be asking, "Are you happy?". Not being asked? If you are a customer, and your partner has not implemented a similar program of regularly asking if you are happy, you are not out-of-luck. You can probably get a similar result by pro-actively telling them on a regular basis. It might also be a good check for yourself. You can set a reminder in your calendar every week to send an email and tell them, "On a scale of zero to ten, my happiness level with you today is...". Not only will this usually snap the partner into focus, but it will be a reminder to you of whether you actually are happy with them, or not. Big Partners I would not expect any of the Global Systems Integrators (GSI) to take this path, nor would they likely respond to your initiated "Happiness Notifications". Frankly, GSIs mostly suck when it comes to customer satisfaction. They seem to operate more on a "How hard can we screw you, before you sue us" model. There are plenty of examples in the news today, so I won't go into that any further. Faith Moving to a model, for which the most critical metric is customer happiness, even over revenue, is not easy. If actually requires you to take a leap of faith. Faith that if your customers are really happy with you, that will result in more revenue over time. I also am not blind to the fact that some customers cannot be made happy, they simply will not allow it. Since my goal is revenue over a long period of time, when I encounter these customers, and I know they will not allow themselves to be happy, I will refer them to another partner... maybe a GSI:). Since I can't reach my goals with that customer, I am happy to let them do the battling they crave with someone else. What are you doing to protect your future revenue? Let me know in the comments.  

Simon guides you through lots of new features, services and capabilities that you can take advantage of. Including the new AWS Backup service, more powerful GPU capabilities, new SLAs and much, much more! Chapters: Service Level Agreements 0:17 Storage 0:57 Media Services 5:08 Developer Tools 6:17 Analytics 9:54 AI/ML 12:07 Database 14:47 Networking & Content Delivery 17:32 Compute 19:02 Solutions 21:57 Business Applications 23:38 AWS Cost Management 25:07 Migration & Transfer 25:39 Application Integration 26:07 Management & Governance 26:32 End User Computing 29:22 Links: Topic || Service Level Agreements 0:17 Amazon Kinesis Data Firehose Announces 99.9% Service Level Agreement | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-kinesis-data-firehose-announces-99-9-service-level-agreement/ Amazon Kinesis Data Streams Announces 99.9% Service Level Agreement | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-kinesis-data-streams-announces-99-9-service-level-agreement/ Amazon Kinesis Video Streams Announces 99.9% Service Level Agreement | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-kinesis-video-streams-announces-99-9-service-level-agreement/ Amazon EKS Announces 99.9% Service Level Agreement | https://aws.amazon.com/about-aws/whats-new/2019/01/-amazon-eks-announces-99-9--service-level-agreement-/ Amazon ECR Announces 99.9% Service Level Agreement | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-ecr-announces-99-9--service-level-agreement/ Amazon Cognito Announces 99.9% Service Level Agreement | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-cognito-announces-99-9-service-level-agreement/ AWS Step Functions Announces 99.9% Service Level Agreement | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-step-functions-announces-service-level-agreement/ AWS Secrets Manager Announces Service Level Agreement | https://aws.amazon.com/about-aws/whats-new/2019/01/AWS-Secrets-Manager-announces-service-level-agreement/ Amazon MQ Announces 99.9% Service Level Agreement | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-mq-announces-service-level-agreement/ Topic || Storage 0:57 Introducing AWS Backup | https://aws.amazon.com/about-aws/whats-new/2019/01/introducing-aws-backup/ Introducing Amazon Elastic File System Integration with AWS Backup | https://aws.amazon.com/about-aws/whats-new/2019/01/introducing-amazon-elastic-file-system-integration-with-aws-backup/ AWS Storage Gateway Integrates with AWS Backup - Amazon Web Services | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-storage-gateway-integrates-with-aws-backup-to-protect-volume/ AWS Backup Integrates with Amazon DynamoDB for Centralized and Automated Backup Management | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-backup-integrates-with-amazon-DynamoDB-for-centralized-and-automated-backup-management/ Amazon EBS Integrates with AWS Backup to Protect Your Volumes | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-ebs-integrates-with-aws-backup-to-protect-your-volumes/ AWS Storage Gateway Volume Detach & Attach - Amazon Web Services | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-storage-gateway-introduces-volume-detach-and-attach-feature-/ AWS Storage Gateway - Tape Gateway Performance | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-storage-gateway-announces-increased-throughput-performance-for-tape-gateway/ Amazon FSx for Lustre Offers New Options and Faster Speeds for Working with S3 Data | https://aws.amazon.com/about-aws/whats-new/2019/02/amazon-fsx-for-lustre-offers-new-options-and-faster-speeds/ Topic || Media Services 5:08 AWS Elemental MediaConvert Adds IMF Input and Enhances Caption Burn-In Support | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-elemental-mediaconvert-adds-imf-input-enhances-caption-burn-in-support/ AWS Elemental MediaLive Adds Support for AWS CloudTrail | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-elemental-medialive-adds-support-for-aws-cloudtrail/ AWS Elemental MediaLive Now Supports Resource Tagging | https://aws.amazon.com/about-aws/whats-new/2019/02/aws-elemental-medialive-now-supports-resource-tagging/ AWS Elemental MediaLive Adds I-Frame-Only HLS Manifests and JPEG Outputs | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-elemental-medialive-add-i-frame-only-hls-manifest-and-jpeg-outputs/ Topic || Developer Tools 6:17 Amazon Corretto is Now Generally Available | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-corretto-is-now-generally-available/ AWS CodePipeline Now Supports Deploying to Amazon S3 | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-codepipeline-now-supports-deploying-to-amazon-s3/ AWS Cloud9 Supports AWS CloudTrail Logging | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-cloud9-supports-aws-cloudtrail-logging/ AWS CodeBuild Now Supports Accessing Images from Private Docker Registry | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-codebuild-now-supports-accessing-images-from-private-docker-registry/ Develop and Test AWS Step Functions Workflows Locally | https://aws.amazon.com/about-aws/whats-new/2019/02/develop-and-test-aws-step-functions-workflows-locally/ AWS X-Ray SDK for .NET Core is Now Generally Available | https://aws.amazon.com/about-aws/whats-new/2019/02/aws-x-ray-net-core-sdk-generally-available/ Topic || Analytics 9:54 Amazon Elasticsearch Service doubles maximum cluster capacity with 200 node cluster support | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-elasticsearch-service-doubles-maximum-cluster-capacity-with-200-node-cluster-support/ Amazon Elasticsearch Service announces support for Elasticsearch 6.4 | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-elasticsearch-service-announces-support-for-elasticsearch-6-4/ Amazon Elasticsearch Service now supports three Availability Zone deployments | https://aws.amazon.com/about-aws/whats-new/2019/02/amazon-elasticsearch-service-now-supports-three-availability-zone-deployments/ Now bring your own KDC and enable Kerberos authentication in Amazon EMR | https://aws.amazon.com/about-aws/whats-new/2019/01/now_bring_your_own_kdc_and_enable_kerberos_authentication_in_amazon_emr/ Source code for the AWS Glue Data Catalog client for Apache Hive Metastore is now available for download | https://aws.amazon.com/about-aws/whats-new/2019/02/source-code-for-the-aws-glue-data-catalog-client-for-apache-hive-metatore-is-now-available-for-download/ Topic || AI/ML 12:07 Amazon Comprehend is now Integrated with AWS CloudTrail | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-comprehend-is-now-integrated-with-aws-cloudtrail/ Object Bounding Boxes and More Accurate Object and Scene Detection are now Available for Amazon Rekognition Video | https://aws.amazon.com/about-aws/whats-new/2019/01/object-bounding-boxes-and-more-accurate-object-and-scene-detection-are-now-available-for-amazon-rekognition-video/ Amazon Elastic Inference Now Supports TensorFlow 1.12 with a New Python API | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-elastic-inference-supports-tensorflow-1-12-with-a-python-api/ New in AWS Deep Learning AMIs: Updated Elastic Inference for TensorFlow, TensorBoard 1.12.1, and MMS 1.0.1 | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-deep-learning-amis-now-support-elastic-inference-for-tensorflow-tensorboard1-12-1-mms101/ Amazon SageMaker Batch Transform Now Supports TFRecord Format | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-sagemaker-batch-transform-now-supports-tfrecord-format/ Amazon Transcribe Now Supports US Spanish Speech-to-Text in Real Time | https://aws.amazon.com/about-aws/whats-new/2019/02/amazon-transcribe-now-supports-us-spanish-speech-to-text-in-real-time/ Topic || Database 14:47 Amazon Redshift now runs ANALYZE automatically | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-redshift-auto-analyze/ Introducing Python Shell Jobs in AWS Glue | https://aws.amazon.com/about-aws/whats-new/2019/01/introducing-python-shell-jobs-in-aws-glue/ Amazon RDS for PostgreSQL Now Supports T3 Instance Types | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-rds-postgresql-now-supports-t3-instance-types/ Amazon RDS for Oracle Now Supports T3 Instance Types | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-rds-for-oracle-now-supports-t3-instance-types/ Amazon RDS for Oracle Now Supports SQLT Diagnostics Tool Version 12.2.180725 | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-rds-oracle-now-supports-sqlt-diagnostics-tool-122180725/ Amazon RDS for Oracle Now Supports January 2019 Oracle Patch Set Updates (PSU) and Release Updates (RU) | https://aws.amazon.com/about-aws/whats-new/2019/02/amazon-rds-oracle-supports-jan-2019-oracle-psu/ Amazon DynamoDB Local Adds Support for Transactional APIs, On-Demand Capacity Mode, and 20 GSIs | https://aws.amazon.com/about-aws/whats-new/2019/02/amazon-dynamodb-local-adds-support-for-transactional-apis-on-demand-capacity-mode-and-20-gsis/ Topic || Networking & Content Delivery 17:32 Network Load Balancer Now Supports TLS Termination | https://aws.amazon.com/about-aws/whats-new/2019/01/network-load-balancer-now-supports-tls-termination/ Amazon CloudFront announces six new Edge locations across United States and France | https://aws.amazon.com/about-aws/whats-new/2019/02/cloudfront-feb2019-6locations/ AWS Site-to-Site VPN Now Supports IKEv2 | https://aws.amazon.com/about-aws/whats-new/2019/02/aws-site-to-site-vpn-now-supports-ikev2/ VPC Route Tables Support up to 1,000 Static Routes | https://forums.aws.amazon.com/ann.jspa?annID=6554 Topic || Compute 19:02 Announcing a 25% price reduction for Amazon EC2 X1 Instances in the Asia Pacific (Mumbai) AWS Region | https://aws.amazon.com/about-aws/whats-new/2019/02/announcing-a-25-percent-price-reduction-for-amazon-ec2-x1-instances-in-the-asia-pacific-mumbai-aws-region/ Amazon EKS Achieves ISO and PCI Compliance | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-eks-achieves-iso-and-pci-compliance/ AWS Fargate Now Has Support For AWS PrivateLink | https://aws.amazon.com/about-aws/whats-new/2019/02/aws-fargate-now-has-support-for-aws-privatelink/ AWS Elastic Beanstalk Adds Support for Ruby 2.6 | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-elastic-beanstalk-adds-support-for-ruby-26/ AWS Elastic Beanstalk Adds Support for .NET Core 2.2 | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-elastic-beanstalk-adds-support-for-net-core-22/ Amazon ECS and Amazon ECR now have support for AWS PrivateLink | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-fargate--amazon-ecs--and-amazon-ecr-now-have-support-for-aws/ GPU Support for Amazon ECS now Available | https://aws.amazon.com/about-aws/whats-new/2019/02/gpu-support-for-amazon-ecs-now-available/ AWS Batch now supports Amazon EC2 A1 Instances and EC2 G3s Instances | https://aws.amazon.com/about-aws/whats-new/2019/02/aws-batch-now-supports-amazon-ec2-a1-instances-and-ec2-g3s-insta/ Topic || Solutions 21:57 Deploy Micro Focus Enterprise Server on AWS with New Quick Start | https://aws.amazon.com/about-aws/whats-new/2019/01/deploy-micro-focus-enterprise-server-on-aws-with-new-quick-start/ AWS Public Datasets Now Available from UK Meteorological Office, Queensland Government, University of Pennsylvania, Buildzero, and Others | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-public-datasets-now-available/ Quick Start Update: Active Directory Domain Services on the AWS Cloud | https://aws.amazon.com/about-aws/whats-new/2019/02/quick-start-update-active-directory-domain-services-on-aws/ Introducing the Media2Cloud solution | https://aws.amazon.com/about-aws/whats-new/2019/01/introducing-the-media2cloud-solution/ Topic || Business Applications 23:38 Alexa for Business now offers IT admins simplified workflow to setup shared devices | https://aws.amazon.com/about-aws/whats-new/2019/01/alexa-for-business-now-offers-it-admins-simplified-workflow-to-s/ Topic || AWS Cost Management 25:07 Introducing Normalized Units Information for Amazon EC2 Reservations in AWS Cost Explorer | https://aws.amazon.com/about-aws/whats-new/2019/02/normalized-units-information-for-amazon-ec2-reservations-in-aws-cost-explorer/ Topic || Migration & Transfer 25:39 AWS Migration Hub Now Supports Importing On-Premises Server and Application Data to Track Migration Progress | https://aws.amazon.com/about-aws/whats-new/2019/01/AWSMigrationHubImport/ Topic || Application Integration 26:07 Amazon SNS Message Filtering Adds Support for Multiple String Values in Blacklist Matching | https://aws.amazon.com/about-aws/whats-new/2019/02/amazon-sns-message-filtering-adds-support-for-multiple-string-values-in-blacklist-matching/ Topic || Management & Governance 26:32 AWS Trusted Advisor Expands Functionality With New Best Practice Checks | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-trusted-advisor-expands-functionality/ AWS Systems Manager State Manager Now Supports Management of In-Guest and Instance-Level Configuration | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-systems-manager-state-manager-now-supports-management-of-in-guest-and-instance-level-configuration/ AWS Config Increases Default Limits for AWS Config Rules | https://aws.amazon.com/about-aws/whats-new/2019/01/aws-config-increases-default-limits-for-aws-config-rules/ Introducing AWS CloudFormation UpdateReplacePolicy Attribute | https://aws.amazon.com/about-aws/whats-new/2019/01/introducing-aws-cloudformation-updatereplacepolicy-attribute/ Automate WebSocket API Creation in Amazon API Gateway Using AWS CloudFormation | https://aws.amazon.com/about-aws/whats-new/2019/02/automate-websocket-api-creation-in-api-gateway-with-cloudformation/ AWS OpsWorks for Chef Automate and AWS OpsWorks for Puppet Enterprise Now Support AWS CloudFormation | https://aws.amazon.com/about-aws/whats-new/2019/02/aws-opsworks-for-chef-automate-and-aws-opsworks-for-puppet-enter/ Find And Update Access Keys, Password, And MFA Settings Easily Using The AWS Management Console | https://aws.amazon.com/about-aws/whats-new/2019/01/my-security-credentials/ Amazon CloudWatch Agent Adds Support for Procstat Plugin and Multiple Configuration Files | https://aws.amazon.com/about-aws/whats-new/2019/01/amazon-cloudwatch-agent-adds-support-for-procstat-plugin-and-multiple-configuration-files/ Improve Security Of Your AWS SSO Users Signing In To The User Portal By Using Email-based Verification | https://aws.amazon.com/about-aws/whats-new/2019/01/email-based-verification-for-sso/ Topic || End User Computing 29:22 Introducing Amazon WorkLink | https://aws.amazon.com/about-aws/whats-new/2019/01/introducing-amazon-worklink/ AppStream 2.0 enables custom scripts before session start and after session termination | https://aws.amazon.com/about-aws/whats-new/2019/02/appstream-2-0-enables-custom-scripts-before-session-start-and-af/

How do you combine a business of 130,000 people with another of 230,000 people? The complexity of this task is enormous. Joerose Tharakan is in Strategic Partnership Business Development at Microsoft, and she represents Microsoft’s largest partnerships. Joerose and her team cover both GSIs and high value advisories.   Microsoft has a large ecosystem of alliances (around 100,000), but she’s focused on 14 GSIs in particular. She has seen Microsoft and Cognizant (one of the GSIs she manages) come together as two enormous organizations.  We caught up with Joerose at the SAPPHIRE NOW conference to talk about the complexity of aligning two companies and what best practices she’s learned along the way.

Robert Reich, Professor of Public Policy in Berkeley’s Goldman School and former Secretary of Labor in the Clinton administration, delivers the keynote address at the Fall 2008 Teaching Conference for new Graduate Student Instructors (GSIs). This event was sponsored by the GSI Teaching and Resource Center, Graduate Division   The GSI Teaching and Resource Center, an academic unit in Berkeley’s Graduate Division, prepares GSIs for the teaching they will do at Berkeley and the teaching they may do in future academic and nonacademic careers.

Robert Reich, Professor of Public Policy in Berkeley’s Goldman School and former Secretary of Labor in the Clinton administration, delivers the keynote address at the Fall 2008 Teaching Conference for new Graduate Student Instructors (GSIs). This event was sponsored by the GSI Teaching and Resource Center, Graduate Division   The GSI Teaching and Resource Center, an academic unit in Berkeley’s Graduate Division, prepares GSIs for the teaching they will do at Berkeley and the teaching they may do in future academic and nonacademic careers.