Podcasts about hearsay systems

Megh Gautam, Chief Product Officer at Crunchbase, is one of the sharpest product minds in Silicon Valley. With a track record that includes leadership roles as Head of Product at Twilio and Director of Product Management at Dropbox and Hearsay Systems, Megh has honed his expertise in driving innovation and growth. An active angel investor, Megh combines his industry insights with a passion for supporting emerging talent and ideas. He holds a Master of Science in Management Science and Engineering from Stanford University and a Bachelor's degree in Information Technology from the National Institute of Technology Durgapur in India.In this conversation, we discuss:How Crunchbase is leveraging AI and proprietary data to provide predictive insights for startups and investors.The balance between enhancing data accuracy and maintaining ethical transparency in AI-driven decision-making.The emergence of AI marketplaces that empower creators to monetize their content while preserving ownership rights.Why trust and attention are the scarcest resources today, and how Crunchbase ensures both through innovation and responsibility.The importance of skepticism in the age of LLMs and how to foster critical thinking in a generation growing up with AI.Megh's reflections on his journey as a product leader and how mentorship has shaped his career at top tech companies like Twilio, Dropbox, and Hearsay Systems.Resources:Subscribe to the AI & The Future of Work Newsletter: https://aiandwork.beehiiv.com/subscribeConnect with Megh on LinkedIn: https://www.linkedin.com/in/meghbartma/ AI fun fact article: https://pressgazette.co.uk/platforms/news-publisher-ai-deals-lawsuits-openai-google/ On how SambaNova became the first generative AI unicorn and accelerated LLM advancements with open-source AI: https://www.buzzsprout.com/520474/episodes/13151659 

Clara Shih is CEO of Salesforce AI, the world's most trusted enterprise AI for customer relationship management. A digital pioneer, Shih has been named one of Fortune's Most Powerful Women Entrepreneurs, TIME's Most Influential People in AI, and the World Economic Forum's Young Global Leaders. She is a member of the Starbucks board of directors and serves as executive chair of Hearsay Systems, a privately held digital software firm she founded in 2009. In this presentation, Shih shares unconventional advice for finding professional and personal success as an entrepreneur.

AI is the new UI for enterprise customers, according to Clara Shih, the CEO of Salesforce AI. Salesforce released Einstein, now called Einstein GPT, in 2016, making it an early example of how beneficial AI can be when embedded in enterprise software. This week on No Priors, Sarah and Elad talked with Clara about what the evolution of AI in enterprise looks like, how Salesforce is adoption AI across the organization, and the onboarding process for companies looking to integrate AI into their workflow, plus the challenges of pricing for AI services. Clara Shih is the Chief Executive Officer of Salesforce AI where she leads the AI efforts across Salesforce including AI co-pilot and agent platform, model development, go-to-market growth, adoption, partnerships, ecosystems, and secure responsible AI. Before that was the CEO of Salesforce Service Cloud She is also the co-founder and previous CEO of Hearsay Systems. She is also on the Board of Directors at Starbucks.  Show Links:  Clara's Linkedin Ask more of AI podcast Salesforce AI Sign up for new podcasts every week. Email feedback to show@no-priors.com Follow us on Twitter: @NoPriorsPod | @Saranormous | @EladGil | @clarashih Show Notes:  (0:00) Clara's Background (0:50) From cloud services to AI (3:25) Internal Model Development vs Open Source (5:20) The Co-Pilot Approach (8:50) Enterprise AI Adoption (10:54) The future of Enterprise AI (13:23) Cross-team collaboration (14:40) AI is the new UI (19:11) Structuring the Dataset (21:25) What's next for generative AI in Enterprise (23:18) Pricing challenges in AI (26:30) Startups and AI (28:22) Collaboration in AI Industry

Jason Pereira talks to Tim Rickards, managing director of social and content strategy for Hearsay Systems. Hearsay is a social media and content management system that helps businesses market themselves better in today's social and digital age. Episode Highlights:00.38: Hearsay is in essence of client engagement platform, and the company helps agents and advisors consistently deliver a personalized human client experience01.04: Hearsay also provides a comprehensive data capture and analysis system that helps people understand how they can keep improving as they move forward. 02.26: Tim talks about the guidance that they give to advisory firms who are new to this space looking to basically market themselves digitally. 05.12: Hearsay Systems is solely dedicated to financial services firms. They have an understanding with insurance companies, asset managers, broker dealers etc.05.33: Tim shares how they offer a combination of options that can help them to get advisors post on social media.06.21: Tim does an organic social field enablement, they allow individual people to increase the gravity of their social presence and expand their networks to help drive business, so posting is important. 08.28: Tim shares how you can literally funnel somebody to the conversion experience via text. 10.32: Tim talks about the social realm and all other communication. He discusses how he is helping to get a prospect down the funnel using next best action.11.33: Jason inquiries about the enablement part of the platform. He asks Tim how Hearsay Systems continues to nurture that relationship before advisors get to some sort of conversion point.12.32: Tim shares how they focus on social reciprocity and encourage people to not be afraid to direct message somebody if especially they are not a client. 18.18: As per Tim, social selling allows other people to find Hearsay Systems so that we can help solve their problems. 19:44: At Hearsay Systems they have features that screen posts for specific language and images so that the company doesn't have to worry that something is going to go out that is problematic. 22:45: As per Tim they are using social media to help each advisor or agent grow their business, increase the number of policies there, their assets under management, etc. 3 Key PointsTim discusses how does Hearsay Systems stand out from the competition in the Financial Service spaceTim talks about text implementation and how is that being implemented and how is it different than what he is seeing? What is being done in the social realm? Tim shares instances and tells the listeners about the importance of having a good social reciprocity habit. Tweetable Quotes“We typically advise advisors to do, or agents is if someone responds and they're not in your network, invite them to your network.” – Tim“People who are good salespeople have a both an intuitive and educated sense of when it's time to dig in.” – Tim“Our view is that the technology is there to strengthen the human relationships and interactions itself, to replace them.” - JasonResources Mentioned:Facebook – Jason Pereira's FacebookLinkedIn – Jason Pereira's LinkedInWoodgate.com – Sponsor See acast.com/privacy for privacy and opt-out information.

In this episode Benji talks to Tim Rickards, Managing Director, Social & Content Strategy at Hearsay Systems. From micro to macro, A/B testing allows us to explore resonance and what truly matters to our audience. Tim provides practical insights regarding the use of story vs data, and we discuss how to be effective in a highly regulated industry like finance.

You know that using social media in business can lead to some fantastic results, so you think of a post that you know will resonate with your audience. After a few hours building a graphic, using social media listening tools and doing thorough background research, you post it. At the end of the week, the post only has two likes. You are thinking, "Should I use a social media agency?" Knowing exactly how to market yourself on social media is an absolute minefield but sadly it is key to nurturing your existing relationships and engaging prospects. Occasionally, businesses look for advice from a social media agency. The problem is that if you do not know exactly what outcomes you want to see from social media and do not know how to align social strategies with specific business outcomes, a social media agency won't either. You have the strongest understanding of your target market, what your audience likes and what you want to demonstrate to your audience when using social media in business. Audiences want to see personalised posts from their favourite influencers and a one-size fits all approach never works. You just need to use those insights and find out the best way to apply them in order to reach your audience. In truth, all you need is a push in the right direction.  In this EM360 podcast, we speak to Tim Rickards, Director of Social and Content Strategy at Hearsay Systems. Tim runs us through the key findings of their Social Selling Content Study, the types of social content that resonates best for B2B and B2C audiences, how to draw on real world analytics to accelerate your sales cycle and the best ways to engage prospects and nurture relationships. This podcast is essential for anybody involved in sales or marketing, regardless of the industry you belong to. 

The co-founder and executive chairperson of Hearsay Systems explains how to foster trust in business relationships, as well as the opportunities and challenges of social media.

Some products are vitamins and some are painkillers – the best, though, are both. This is what Clara Shih, founder and CEO of Hearsay Systems, learned in the early years of her software startup. To survive, she needed to shift her platform from a nice-to-have into a can’t-live-without. And in doing so, she learned a secret to scale: Solve your customers’ urgent needs now ... while looking ahead to their future wishlists. Cameo appearances: Shellye Archambeau (MetricStream), Gary Alexander (MyImprov driving school).Read a transcript of this interview at: https://mastersofscale.com/clara-shih/Subscribe to the Masters of Scale weekly newsletter at http://eepurl.com/dlirtX

In this episode of Human Capital, we talk with Iain Duke-Richardet, compliance strategy principal at Hearsay Systems. Duke-Richardet, an original member of the Financial Industry Regulatory Authority’s Social Media Task Force, joined Hearsay Systems in late June from Accenture. He has also served in senior compliance roles at RBC Capital Markets, Lehman Brothers, Barclays Capital and Goldman Sachs. Says Duke-Richardet: “As a former compliance officer at a large global bank, I have seen firsthand that regulatory compliance is one of the most challenging aspects of digital transformation for financial services organizations.” Pushed forward by COVID-19 and Regulation Best Interest, “firms must rapidly adapt to new digital client engagement models, yet time and resources especially in compliance groups are stretched thin.” Listen in as Duke-Richardet talks about the important role compliance plays at Hearsay Systems, which helps financial services firms engage on a number of social media messaging platforms, and also gives a heads-up on some upcoming FINRA guidance.

Show Notes: [1:15] - How Chris went from being the #1 employee at Hearsay to now being Chief Product Officer at Hearsay  [4:22] - What does Hearsay do? [6:16] - How has the current pandemic affected Hearsay's business. [7:51] - What criteria did Hearsay consider when it decided to expand into Europe. [10:47] - How to prioritize different markets in Europe. How did you pick where to go? [12:40] - Was your strategy to go country by country or to all of Europe? [14:43] - How did you personally prepare before going to Europe? [18:36] - Given your product had a compliance element to it, how did you build awareness with the compliance community across different countries and different regulators? [26:33] - What do you wish you had known before moving to Europe/ What are some of the biggest mistakes companies people make when they move internationally? [29:19] - Is there a hiring plan you would recommend for businesses looking to expand into Europe? [30:44] - What did you personally learn from your time in Europe? Recommendation and Links:Business book: 7 powers by Hamilton HelmerJazz concert: Delfeayo Marsalis Fiction: Mislaid by Nell Zink

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast. I am Shawnna Sumaoang. Sales enablement is a constantly evolving space and we’re here to help professionals stay up to date on the latest trends and best practices so they can be more effective in their jobs. I’d love for you to introduce yourself, your title, and your organization. Chad Dyar: My name is Chad Dyar. I am the head of field operations and enablement and Hearsay Systems. SS: Excellent. Well, I’m so excited that you are able to join us today, Chad. Thank you. CD: So happy to be here. SS: You also recently participated in the Sales Enablement Soirée event in San Francisco, and there you actually talked about an initiative where you put together core competencies for sales managers. What are the core competencies that you identified? CD: So, I think these are going to be different for every organization based on the sales process, what type of team – inside, outside, field sales – but the ones that I was working on previously were things like coaching, forecasting accuracy and deal management, rep development focused on the reps’ core competencies, opportunities for cross-functional partnership, and then culture was a big one as well. SS: Fantastic. I love those. Can you explain to our audience how you went about identifying those core competencies? What was the process like for validating that those are the right competencies that lead to success? CD: Well, actually it’s a crazy story. I locked all of the sales leaders, including the CRO and VP of marketing, VP of sales, all in the same room, and we hashed them out. We decided to look at the sales core competencies for the reps and figure out what should the managers be spending their time doing? And then how are we going to measure their impact doing those things? What do we hold them accountable for? And then we also had a big focus on professional development. So, one of the things we thought of is how do we get a manager to a senior manager or director position? What skills do they need to be successful? And let’s empower them by thinking about their growth, how they can grow into their next role, and what skills or what competencies they need to identify and exemplify to be able to get there. SS: Absolutely. And you touched on this ever so briefly, but I’d like you to elaborate. How do you measure whether managers are meeting those competencies? CD: It’s really all over the place. We basically start with a spreadsheet where we put everything and then we decide how we’re going to measure one by one. For coaching, we use coaching technology to make sure managers were doing it every week and that their reps are improving the different areas that they were coaching on. So, if we identify that a rep was maybe stronger in discovery, but weaker in qualification, we would be measuring how they improved and how they’re qualifying their deals over, of course, the quarter. So, forecasting went right down the line with what the reps were responsible for and how the managers were coaching to better behaviors. And then we also had an event called the “Coaching Olympics” where we put the coaches on full display. They would have a panel of judges from the C-suite of the company watching them coach in real-time. And then we scored on a rubric we built out for that. So, we’re able to use that as well for the base level of what excellent looks like in the company. And then I think for forecasting accuracy and deal management, that’s really your CRM. You’re looking at what they say they’re going to bring in versus what they bring in and how they’re meeting with their reps to go through those pipelines weekly and predicting accurately what’s going to close and what’s not going to close. For the rep development, it’s a similar. We’re developing the core competencies for each of these salespeople. And if we have a great enablement and training program and they’re going through it and they’re taking assessments and they’re going to practicums and practicing those new skills, we can track improvement. We look at the managers who are responsible for those reps that are improving. And we’re asking reps, are you spending time with your managers? Are they working with you on these? How are you getting better? Which ties right back to the coaching as well. The ones that are a little bit fluffier are the cross-functional partnerships. How are they working with partners in marketing, finance, the other teams that we collaborate, customer success? So that’s a little bit more of the qualitative feedback that we’re getting from those teams. And just watching people that we put in positions to go and sit in on meetings and learn more about those teams in the partnerships they have, how that’s impacting their career and how they’re stepping up to the plate and how they represent sales in those meetings. And then the last piece is culture. It’s really looking at their team. Are they recruiting great people? Are they keeping great people? How is it when we have some type of gamification on the floor, their teams all in, who usually wins? What are they doing just to build that camaraderie across the team, make the team lean on each other and learn from each other? So there’s a lot of different ways you can measure all those. Some of those are going to be hard numbers that we’re looking at for what’s improving. Some of those are just going to be, how are they participating in the culture of the company and adding value? SS: Absolutely. And now I’m sure along the way this all was smooth sailing and you got no resistance whatsoever. From your perspective, what are some of the challenges you faced in holding sales managers accountable to these competencies and how did you ever overcome those challenges? CD: So the challenge is always the same. It’s, “I have a number to hit. I need to be working on these deals. I need to be doing second and third calls and sitting in meetings.” And everything was really just all around the number. So if you make the only thing they’re responsible for doing be hitting the number, and that’s all they’re focused on, then they’re going to throw everything at that and they’re going to miss a lot of opportunities to help people grow along the way. So, we really made it a part of the professional development path. It is, “here’s how you get to be a manager. Here’s what a great manager looks like, and here’s how you become a senior manager or a director.” And then we put the recognition piece in as well. We had events like the Coaching Olympics, and we made sure that managers that were doing all the things we were asking them to do, were getting the right recognition, the positive feedback, callouts in not just team meetings or department meetings, but in company-wide meetings to say, “Hey, this manager’s doing this new thing and it’s affecting us in a really positive way.” I think you really have to change the culture. It’s just like when we built the coaching culture, it was a change. It was a change for reps to sit in meetings and get coached in their calls and have to listen to them and score them and bring them in. But once you get to the other side of that change and people start to see value in it, they not only adopt it, but they drive that culture forward. SS: I love that. And what are some best practices or maybe really tactical examples of how sales enablement professionals can provide ongoing support and competency development for these sales managers? CD: I think the best way to provide support is just to have a great training curriculum in place for managers because they have to learn these skills. Some managers have a lot of natural talent. They were great salespeople, and they bring all of those ideas with them. But becoming a leader is a different skillset. Getting people to do what you want them to do, learning how to really listen to people and understand their strengths and weaknesses, a lot of that has to be learned. So, I think enablement plays a strong role in partnering with the learning and development team and the people teams to make sure that we’re delivering trainings and assessments and that we’re staying really close to anything that we’re measuring. So, for measuring forecasting accuracy, for measuring coaching over time, we need to stay close to that and be able to call out when people are falling behind or when people are zooming ahead. When people are falling behind, they need that little bit of extra attention. Or maybe they need the VP of sales or some of the other sales leaders to intervene and help them understand the importance. Or when they’re zooming ahead and they’re excelling. We had a coach that was phenomenal that I worked with a few years ago, won the Coaching Olympics two years in a row, just delivered world-class coaching weekly to the team. And the team was number one across the board. So, we were able to roll some of those best practices down to the rest of the team, were able to sit in those coaching sessions and find out what is it that’s working, what’s making her have such a stronger impact than a lot of her peers. And then we were able to basically operationalize that, put it into a training rolled out across the team. That became the new baseline for coaching for our company. SS: Nice. Now, I want to pivot the conversation just slightly because you will recently wrote a book, Bring Your Best Self to Work. And it’s about the importance of authenticity and building professional relationships. So how has authenticity helped you as a sales enablement professional to build partnerships across the organization? CD: Sure. Anyone that knows me knows that I’m myself all the time and it gets me in trouble a lot of the time. I’m Southern, I have a big personality. I come from the world of performing, I’ve been called dramatic from time to time. And I think my theatrics has definitely helped me when I get up in front of people to catch their attention and to heighten the experience for a lot of people. But on the authenticity side, beyond just feeling comfortable being myself, it’s really being curious about other people. I’m endlessly fascinated by other people and I lead with about a million questions when I’m in a new work environment, because I really want to understand what motivates people. I want to make those deep connections and understand not just what they do in their day to day, but what motivates them for their career? What motivates them in their life? What are they passionate about? And when I find those deeper connections and actually build those friendships, it helps me to understand their strengths. It helps me to define a strong communication strategy with each of those people, and it helps me understand how to leverage them to achieve success for all of the shared responsibilities that we have. Helping people lean into what makes them excited about work engages them in a deeper level than just throwing a bunch of projects at them because their title seems like the appropriate title to engage for that type of project. I’ve built really great relationships across the battle lines of sales and marketing through the years. And most of my strongest partners are our marketing professionals these days. There’s a ton of work for a sales enablement and product marketing to do together when we’re defining a content strategy, building assets, positioning, doing deep work on buyer personas. So, having those great relationships, understanding what makes people excited about talking about those things and getting those deliverables in place, helps me not only win in my role and achieve success for the company, but it also helps other people shine as well, and it puts them in a position to demonstrate what they love about what they do. And I think when people come to work every day and are able to exhibit the things they love about their work and things they love about their life, it just engages them more in the culture of work and makes it a more fun place to be. SS: Yes, absolutely. That’s 1000% true. How can other sales enablement professionals establish themselves as a trusted advisor and really build authentic relationships? CD: I have a four-step process for this and it’s really simple and easy to remember. The first one is show up. Number two, be present. Number three, add value. And number four, have a laugh. It’s really that easy. I think a lot of people overcomplicate what it takes to get along with people and to have great relationships at work. And there’s a lot of different variations of this, but showing up just means be there, be present in the office, be present in meetings. Bring your ideas to the table. And then add value. Make sure that you’re bringing something with you that you’re not just taking. A lot of people in connective roles, like enablement is a connective role, can delegate a lot of stuff out and just ask for people to do a bunch for them and then just aggregate that stuff and deliver it. I have a great example of yesterday – I do work, I promise you I do – but I had a meeting that I led. It was our biweekly enablement go-to-market meeting. And my responsibility was just to get all the great ideas from a bunch of senior leaders and put them into a slide deck and then help them present. So, a lot of the work was basically just getting it all together and then they got to shine. And I basically facilitated it. I think people that live in that lane all the time miss a lot of opportunities. It’s about adding value back to people. Then the last piece, which I feel is just really something that I do all the time and it’s added value to my life and I think the people that I work with, is have a laugh. Lighten up. We get really intense sometimes if we’re behind on the numbers or behind on the projects or if the workload is heavy. And that’s literally every day in most companies. So it’s nice to be able to have some liberty in the workplace, whether that means everybody runs to the kitchen and cracks a beer at the end of the day to just unwind, or planning group activities, or just taking a minute out of the day just to go grab coffee with a couple of people and check in. So, I think a lot of it is creating those great relationships and being able to leverage them at work so that you have a place to decompress. You have trusted relationships with people to be able to confide in and kind of let off steam, or an old analogy in my book is sucking out the venom. Sometimes you just need to get out and talk about what’s wrong and then figure out how to fix it. And it’s nice to have people in the workplace that you can do things like that with. SS: Those are fantastic steps, and you’re right, absolutely easy to remember it and should be easy to do. Thank you so much, Chad, for joining us on our podcast today. I really enjoyed our conversation. CD: Thank you. SS: To our audience, thanks for listening. For more insights, tips, and expertise from sales enablement leaders, visit salesenablement.pro. If there’s something you’d like to share or a topic you’d like to learn more about, please let us know. We’d love to hear from you.

In this episode of the Expert Perspectives podcast, sponsored by Hearsay Systems and hosted on ThinkAdvisor, we’ll hear highlights from the July 30th presentation titled,Turn Data Into Action: Elevating the Digital Advisor-Client Experience.   New digital technologies – social, mobile, analytics and cloud – continue to create fundamental shifts in client and advisor attitudes, behaviors and relationships. Focus is often put on improving direct-to-consumer touchpoints, however, the majority of the client experience still happens directly with an advisor, not on an app or via a client portal.    Marcin Grobelny, Director of Professional Services at Hearsay Systems addresses how you can turn your data into action and develop a better omnichannel digital experience for your clients.    The full on-demand webcast can be found here: https://www.thinkadvisor.com/2019/06/20/turn-data-into-action-elevating-the-digital-advisor-client-experience/   Marcin Grobelny | Director of Professional Services | Hearsay Systems Marcin Grobelny leads the Hearsay Professional Services team focused on program management, product implementation, system integrations, and solutions that solve complex business problems and drive business value for Hearsay Customers. Prior to Hearsay, Marcin led Professional Services at GoodData where he built robust business applications featuring predictive analytics, machine learning, simulations, and recommendation engines helping end users with strategic business decisions. Marcin earned his M.B.A from the University California, Berkeley.

Mathilde Collin is the co-founder and CEO of Front, the first shared inbox for teams. Front serves more than 4,000 companies around the world and has raised $79 million in venture funding from investors such as Sequoia Capital, DFJ, and Uncork Capital.Mathilde was recognized in 2017 Forbes 30 Under 30 Enterprise Tech list and 2018 Inc’s 30 Under 30 Rising Star list. She is based in San Francisco and originally from Paris, and earned her Masters in Entrepreneurship from the HEC School of Management in 2012.Bryan Schreier is a Partner at Sequoia, where he works with consumer and enterprise companies. He is a Director of Clever, Domino Data, Dropbox, Front, Hearsay Systems, Qualtrics, Thumbtack, TuneIn, and Zūm, among others.Startup Grind Global Conference 2019

It's a bird! It's a plane! It's...the best skills and qualities you bring to a team! In this episode, Tina Seelig, Professor of the Practice in Stanford’s Department of Management Science & Engineering, and guests Steve Garrity of Hearsay Systems and Juliet Rothenberg of DeepMind talk superpowers. We all have them—we just have to identify them and apply them to the right problems. Your superpower may not be the same thing as your passion (hint: what’s easy to you, but hard to everyone else?), but it can be just as valuable in your career.

It's a bird! It's a plane! It's...the best skills and qualities you bring to a team! In this episode, Tina Seelig, Professor of the Practice in Stanford’s Department of Management Science & Engineering, and guests Steve Garrity of Hearsay Systems and Juliet Rothenberg of DeepMind talk superpowers. We all have them—we just have to identify them and apply them to the right problems. Your superpower may not be the same thing as your passion (hint: what’s easy to you, but hard to everyone else?), but it can be just as valuable in your career.

Professor of the Practice Tina Seelig sits down with Steve Garrity, founder of Hearsay Systems and Juliet Rothenberg, product manager at DeepMind for a new podcast called LEAP!. This series will take a deep dive into how to grow your career by unpacking some of the often overlooked and under-taught soft skills critical to the success of every entrepreneur. Each episode invites alumni at different stages in their career to discuss real-life scenarios, focused around a particular skill. In this episode, Steve and Juliet talk with Tina about identifying, shaping and developing your superpower at work.

Professor of the Practice Tina Seelig sits down with Steve Garrity, founder of Hearsay Systems and Juliet Rothenberg, product manager at DeepMind for a new podcast called LEAP!. This series will take a deep dive into how to grow your career by unpacking some of the often overlooked and under-taught soft skills critical to the success of every entrepreneur. Each episode invites alumni at different stages in their career to discuss real-life scenarios, focused around a particular skill. In this episode, Steve and Juliet talk with Tina about identifying, shaping and developing your superpower at work.

Professor of the Practice Tina Seelig sits down with Steve Garrity, founder of Hearsay Systems and Juliet Rothenberg, product manager at DeepMind for a new podcast called LEAP!. This series will take a deep dive into how to grow your career by unpacking some of the often overlooked and under-taught soft skills critical to the success of every entrepreneur. Each episode invites alumni at different stages in their career to discuss real-life scenarios, focused around a particular skill. In this episode, Steve and Juliet talk with Tina about identifying, shaping and developing your superpower at work.

Steve Garrity is COO and founder of Hearsay Systems the leading advisor-client engagement solution for the financial services industry. Hearsay have backing from the likes of Sequoia, NEA, Kleiner Perkins Partner, Mike Abbott and Path Founder, Dave Morin. Before founding Hearsay, Steve worked as an engineer at Microsoft Corporation in Seattle is a graduate of Stanford University with a BS and MS in Computer Science. While at Stanford, he was selected as a Mayfield Fellow in the Stanford Technology Ventures Program. During which, he joined Fortify Software as a product manager. Steve is also an investor in, and advisor to a number of Silicon Valley start-ups. In Today’s Episode You Will Learn: How did Steve made his way into the world of SaaS from the world of Microsoft? How does Steve approach the management around his engineering team? How does Steve balance management of engineers while still allowing creativity? Are there dangers of giving engineers freedom? Is it possible to have both a happy engineering and sales? How does Steve look to harmonise the team? Is it not contra popular theory to have different cultures for different segments of the team? Why does Steve believe that executive coaching is an almost universal requirement? How does Steve justify that to the board? 60 Second SaaStr Steve’s Biggest Productivity tools? What does Steve now know that he wishes he had known at the start? The biggest mistake SaaS companies are enacting with their social media strategies? If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin Harry Stebbings SaaStr Steve Garrity