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Host: … to another episode of Whitetail Rendezvous. We’re building our community throughout the United States, and today we have Larry May on the line. He’s a teacher/coach, he’s from Kentucky, and most recently he and his wife started Full Range Outdoors. Welcome to the show, Larry. Larry: Thank you, I’m glad to be here…

Host: … to another episode of Whitetail Rendezvous. We’re building our community throughout the United States, and today we have Larry May on the line. He’s a teacher/coach, he’s from Kentucky, and most recently he and his wife started Full Range Outdoors. Welcome to the show, Larry. Larry: Thank you, I’m glad to be here…

Audio File:  Download MP3Transcript: Interview with Hilary DeCesare [music] Lucy Sanders: Hi, this is Lucy Sanders and I'm the CEO of the National Center for Women and Information Technology or NCWIT and we're back with another interview and a series of interviews that we've had with just tremendous women who have started technology companies. With me is Larry Nelson from w3w3.com. Hi Larry. Larry Nelson: Hi, Lucy, it is really great to be here. A lot of people ask what does w3w3 Business Stock radio do. Well we've been around for 14 years. So that was way back in the early days and we have partners like NCWIT certainly one of our most popular and most important to us. I must say that we're extremely proud to be able to help promote young women in technology. Lucy: Well we've got another great interview today as I've said. It's with Hillary DeCesare, who is the founder of Everloop which we're going to find out in a minute. It is just a terrific company for kids. So she is a digital parenting expert and a mother herself. She recognized the unmet need of a safe environment for children to share, to talk, to chat on the Internet. She came up with the idea of Everloop, an idea around privacy protection and mentoring technologies to ensure the safety of youngsters. This is a very comforting thought. I know Larry, you and I are both parents. So it's nice to know that something like Everloop is out there. Perhaps Hillary will tell us some about their innovative technology called loops, looping, how children join loops that they share common interests. They talk to each other and of course that is all with parental approval. So welcome Hillary. We are very happy to talk with you today. Hillary DeCesare: Thank you for having me. Lucy: So tell us a little bit about what's going on at Everloop. Hillary: Well as you mentioned, Everloop is a social media platform and it is designed for kids under 13. There is a huge craze going on out there where kids are using devices far earlier than even two year older children of today. So you've got kids as young as 5, 6, 7, going on their parents' smartphone, the iPads, desktops. What we're trying to do is make sure that when these kids finally go out into the wild wild Internet and they are exposed to adults, that they're ready to actually be there and that they're not making mistakes. So Everloop's purpose is to really keep these kids safe across all devices. Larry: Well I love it. Lucy: I know. It's great, isn't it? I'm sure that some of the companies' strategies will emerge as we talk to Hillary in this interview. Why don't you let our listeners know how you got first into technology? Hillary: I started in technology at a company called Oracle. I was there for 10 years and really became passionate about different products that are out on the market. I was hungry to learn about new things being brought up and I thought of my own children and I do have three kids. As my own kids became interested in technology, I thought, you know, I've got the background and yet I still feel that I'm not connected to my kids in their digital nomadship when they are out there really exploring. And I thought, well if that is happening to me as a parent, it must be happening to others. So two other moms and entrepreneurs, we decided to join forces and create a company that was really designed to as a mission, help with safe communication. I mentioned across multiple devices and it was really mobile devices were coming into play and desktop, giving them the ability to have kids feel safe. Because they ultimately want that too but also give parents a place that they can trust. And that's why we really created Everloop. Lucy: I like that phrase, digital nomadship. Larry: Yes. Hillary: Haha. That might be a new one. Larry: There you go. Lucy: Absolutely awesome. Larry: Hillary, you've got a family. You obviously are very busy. Why are you an entrepreneur? And what is it about entrepreneurship that makes you tick? Hillary: Well it's interesting because someone said last week "So you're a mompreneur?" I said, I really am because I believe so strongly in giving kids a voice, having them have a homebase, having them stay kids longer. I think that today's society makes kids grow up much faster than they need to. And there's always that desire as a tween, I've heard it statistically said that kids want to be 17. But the problem is that where we have technology now, taking this kids, they're getting to the place where it took us years and years and years to get. They can get to pictures, images, videos in five seconds by going online. So for me going into being an entrepreneur and having children, you have to take a step back and say how are you going to do it all? And that is really the question. How do you create balance in your life? And I felt so strongly about what I wanted to give my own children that I use them in my test cases. I use them as my focus group. I actually engage them in the company. Larry: That's super. Lucy: Now that is very cool. I believe that's the first time we have heard that. That's awesome. Along the way Hillary, who influenced or supported you to take this career path? Hillary: Well it was interesting because I have had the privilege of really being located in the Silicon Valley. I have had the change to meet truly the top people in the industry and when I worked at Oracle, got to know just some, you know, the creme de la creme of the men and the women. I saw what it took them to really be successful and to gain the respect and you know I talked about trust. You have to, and this is really important for any entrepreneur, when you're thinking about starting a business, you have to be able to identify with at least three people that you think can mentor you and be able to coach you. What was interesting is after Oracle, I actually started a business where for five years I have helped CEOs in the Valley put strategic frameworks around their business. And sometimes when you do things like this you think, well I've done this. I coach other people. Who's going to help me figure out next steps? What's interesting is that there is always more to learn. There's always comments and feedback that people can give you. People have experiences and you have to be so willing to throw out where you are in your company and what challenges you are having. People want to help other people if they're willing to listen. So I went ahead and found three absolutely incredible mentors. I ping them all the time and throw off questions. Sometimes these are 10 minute conversations and sometimes they are an hour. Larry: That's great and I hope you listeners out there heard that because it's a great thing to go after. Now with all the different things you've done. It already sounds you are a serial entrepreneur. What was the toughest thing that you've had to do in your career? Hillary: I think the toughest besides always having the pressure of being a mom right? Because that's my number one job. That's my number one love. That's my number one focus and everything. So besides the juggling of just really being there and I'm also a single mom. So you add the element of trying to be there for your kids. I think that what you always have to remember is that this is just a job. I mean that is ultimately what it is. It's a career choice and that's the key that I just said. It is a choice. You're doing this because you ultimately want to spend your time and your hours doing it. Sometimes what happens is that you can get caught up in wanting to have something be so successful that you lose sight of why you actually started to create it in the first place. I had the opportunity at one time specifically that I will talk about. I had a chance to merge the company with another and it all sounded great. But then when you started to look at the real terms behind it, it took me away from the core focus of what I had set out to accomplish initially. I believe that you will be successful if it goes with what you are passionate about. So it was a challenging time for me because there was a moment where I could have sold myself short. I chose not to and I chose to continue down the path what I truly believe in and where I believe that this company can go. But those were tough decisions. Lucy: Absolutely and it's a great transition to our next question. Around giving advice to young people about entrepreneurship, so it seems like one piece of advice you would clearly give them is keep your perspective. What other things would you advice them about? Hillary: I would absolutely say ideas can become big, way to big to even handle so focus, focus, focus. Really put together that one page on what are you hoping to accomplish? What are your milestones going to be? Because we lose sight. You're trying to go to that end game, you're trying to get to be that, the big picture. Where you have to appreciate the small things that you accomplish. So putting plans together and I'm dig on a 30 day plan, a 90 day plan. You have to be organized enough that when you hit those small successes, you stop and you take note and you say you know what? That was really good. I was able to accomplish this. Because if you don't, what happens is you spin and you spin and you spin and you don't think you're moving forward at all. You kind of just plateaued. But in reality you actually had. You've accomplished and you're getting closer to ultimately what you're trying to build, which is a successful company. Larry: That's very good advice. Now let me ask you a related question and that is: What are the personal characteristics that have made you a good entrepreneur? Hillary: The characteristics that an entrepreneur needs to have is one you need to have very thick skin. I mean you just have to have the ability to get knocked down and get up again. It's this idea that you've got your integrity. You've got what you initially started the business to be. But then you are also flexible. I see many entrepreneurs kind of get on their path. You can't deviate at all and especially if you're dealing with technology. Technology, you can't jam in your product. The square into the circle peg. You can't do it. Sometimes you have to be able to pivot. You have to be flexible enough to realize, you know what, this idea isn't that great of an idea anymore. But willing to say, but hey, maybe this other one is a really good idea. Lucy: And that's really evolutionary right? Which is a thing that we hear a lot in these interviews that things will emerge. So Hillary you mentioned your personal and your professional lives, what kinds of tips or techniques can you share that help you bring balance to the two of them? Hillary: That we're balanced...You know what if you really showed me someone who truly balanced their lives, please introduce them to me. Lucy: We don't know anybody. Larry: We don't. Hillary: I think it's a fallacy. I think what you can try to do is realize what's important in your life and look at it as a way to say as I'm doing right now. I don't feel as guilty when I know over the dinner table, I'm discussing a new concept or new direction with the company and I'm gaining the feedback of my own children. It's interesting, I once heard that you have your life and it's in the shape of a triangle and it's you. Your family, the last is your career and the right is kind of this whole understanding that the health around you, not just your family. I think it's almost the point where you have to schedule things into your life in order to get balance. It's as crazy as saying that for these two hours I'm going to schedule time with my family at dinner and I'm not going to do anything else. You have to actually make it into a meeting so that you know in your head, nothing else. Cos if you're in a meeting with people, right now, I'm talking to you but I'm not going off and doing other things. I'm completely focused on you. You have to do that with your children. You have to do that with your health. It's so important because if one of these pieces fail, it has the tendency to spin off into other areas as well. Larry: Wow that's also great advice. By the way, I love your website. It's really super, isn't it? Lucy: It really is. Hillary: Well thank you. I'm really proud of it. I think again, trying to be this trusted source for any parent out there and giving kids a homebase where they can just go and feel like yeah this is mine. This is my place. Larry: Yes that's very good. Now you've already achieved a great deal both personally and professionally. What's next for you? Hillary: OK, you're asking an entrepreneur what's next? Well I think that I'm passionate about the kids phase. I love everything about it. I'm so excited with new partnerships that I'm developing for Everloop. I get approached all the time with new technology and it just fascinates me on how we are spending our lives these days. How everything is just gammafied around you. How do you make people interested in doing things without having everything be about a reward system? You look at kids and I'm a mom that does it. Hey if you do this, you get this. But it's interesting because how far will we go? So when I look at where technology is shaping kids. I just read that kids are learning to use an iPad before they can even tie their shoes. This is fascinating to me! I think where I see myself is really uncovering those great technologies in the future that aren't detriments to a kids life but enhances. Larry: You know I think that's so true. I've heard that kids today are taking three months longer to learn how to walk. That's only because they've got to learn how to text first. Hillary: I agree with you. Lucy: But they can't text while walking. Hillary: Exactly but when you have my daughter who is 14 and she texts about a 100 texts a day. She can do it in about 30 seconds and I'm still the thumbs and trying to get my text. She will look at me and say "Are you still sending that one text?' She's just light years ahead of me. I laugh at my 11 year old when she says "Mommy, are you in this new app?' She knew Instagram months before I did. It was so great. She's now telling me " Have you seen this? Have you seen this? Are you playing draw something?' I love it because I sit down and I'm like OK again. She's educating me. Now how can I educate all the other parents in the world? Lucy: And that's why a one final tip right? Make sure your subject matter experts live with you. Hillary: You know what they are the domain experts. I just realize that right now, but make sure you're not disconnected with it. Make sure that you embrace it because it is their way of life. If you want to communicate with your kids going forward, it's not your way. It's their way or the highway. Lucy: It's really true. My son was very impressed with me last night when I sent a photo with a text message. Larry: Whoa, very good. Lucy: I know, I graduated. So Hillary, we can't let you go without asking about your recent appearance on Secret Millionaire. How was that? That's pretty cool. Hillary: Oh I have to say I have always been passionate about giving back. I felt a little hypocritical as I was sitting here on Everloop, letting kids join fabulous charities and hearing more about what kids love to volunteer and what they do if they had the ability to go out and actually make a huge difference. I was approached by this opportunity and initially I thought I'm not definitely into the reality world. I barely even watch TV. I thought more about it and the fact that I could uncover by being placed in a city that I'm unfamiliar with and uncover wonderful charities and be able to help them become known. All these unsung heroes that are doing amazing things. I thought you know what? This is such a great way now. We've taken one of the charities that I've uncovered when I was doing the show and this little boy who started a charity called Love in the Mirror when he was eight years old. He now has a loop on Everloop and he shares what he is doing in the community to help make it a better place. It all came together. It made me feel good. It made the people that are hearing about what we did feel good. The charities that I got to meet. I mean I'm still friends with every single one of them. It's one of those that you feel blessed where something fell into my lap that was just so outside the box for me. It proved to be one of the highlights of my life to date. Lucy: Well it was very compelling. I went and looked out on it on the web and I think it's the perfect way to end an interview because it just really defines you and Everloop and what people are using Everloop for. I know that your site has a page that lists the charities in case listeners are interested. Hillary: Well thank you for taking the time to talk with me and I love talking to you both. Hopefully we will be able to do this again soon. Lucy: Great I want to remind listeners again that they can find this interview at ncwit.org and... Larry: W3w3.com Lucy: All right, thank you Hillary. Larry: Thank you. Hillary: Take care. Bye-bye. [music] Series: Entrepreneurial HeroesInterviewee: Hilary DeCesareInterview Summary: As the mother of three young children, Hilary DeCesare recognized the unmet need for a safe environment for kids to connect online with friends, play games, share pictures and music, and learn new skills. With her children in mind, she created Everloop, a social media platform for kids under 13. Release Date: August 1, 2012Interview Subject: Hilary DeCesareInterviewer(s): Lucy Sanders, Larry NelsonDuration: 19:12

Audio File:  Download MP3Transcript: An Interview with Niniane Wang CTO, Minted Date: September 6, 2011 [music] Lucy Sanders: Hi, this is Lucy Sanders, the CEO of the National Center for Women in Information Technology, or NCWIT and with me is Larry Nelson from W3W3. Hi, Larry. How are you? Larry Nelson: Oh, I'm magnificent and very excited about being here. Lucy: Well we're doing another interview today as part of the NCWIT Entrepreneurial Heroes series with great women entrepreneurs, people who have started companies and all types of technology sectors and have told us fabulous sectors. I think today is going to be especially good because we have the pleasure of interviewing a Chief Technology Officer... Larry: Yes. Lucy: ...which we always like to do. Today we're interviewing Niniane Wang, the CTO of Minted, and it's a great site. I went there last night to take a look at it and immediately sent the URL to two people who I know are in the world of design. Minted is a start-up out of San Francisco and it uses technology to crowd source graphic design for a global community. It's really a great site. You can go there and discover the work of great designers from all over the world. They have design challenges. People who achieve a popular vote have their designs on stationery and invitations. It's just a really interesting process for getting great new designs out there. Niniane, super cool and fun. What a great site. She's got a great track record at Google and Microsoft and she's now the CTO. Niniane, tell us a little bit about Minted and what's going on there. Niniane Wang: Thank you for that intro. I'm really glad that you enjoy our site. I thought you did a great job of explaining our mission. I t's great to hear that. I joined Minted about a year ago and I've been so happy. I lead the technology team including the engineering and technical operations. As you described Minted is a growing community of graphic designers from all over the world. We crowdsource designs for them in contests. The top ones are then sold on our site as templates where other people can customize and purchase anywhere from business cards, calendars, notebooks, wedding invitations, holiday cards, stationery, anything that has a design and is printed. I'm just very happy to be working with the amazing team here. It's a group of super-capable people who are very passionate. I feel lucky to come in to work every day. Lucy: Well some of our listeners might not know what a CTO or a Chief Technology Officer does. Why don't you say a couple words about that? Niniane: Basically the Chief Technology Officer manages the strategy and execution of technology within the company. For us, it is web software as well as operational software, in terms of keeping the website experience very usable, making sure that the [indecipherable 00:02:57] graphic designers that we service, as well as our customers, will have a world-class experience that is fast and able to help them achieve their goals. Then after orders are placed making sure that the software that lets each order be reviewed by a graphic designer will work smoothly, and then the technical operations of keeping our servers running on our site and internally. Lucy: That's a great job.  Larry: Yes. Niniane: For all of those things I lead the day-to-day operations as well as setting long-term strategy and vision. Lucy: Well, and that gets us to our first question around your experiences as an entrepreneur. How did you first get into technology? A follow-on question which I'll ask just right now, as you look out on the landscape today at technology, which ones do you see on the horizon that are particularly interesting? Niniane: OK. I got into technology by programming in BASIC when I was 5. It was very serendipitous. My parents had immigrated to the US so that my dad could get a Ph.D. in math. They didn't have a lot of time or money and they bought this game console from Radio Shack because we couldn't afford like a Nintendo. We just bought this Radio Shack game console, but it happened to have a BASIC interpreter on it. If you didn't have any game cartridges you could write BASIC programs. They came with a book of BASIC programs. I would just start copying in the programs. It was very visual, so all the programs basically looked like screen savers. They would be lines or triangles, some of the times the triangles move around the screen. I just amused myself this way. I think that learning has to be fun. It was very rewarding and a lot of instant gratification to type in something. I couldn't type yet, so I would just peck and take a really long time to tap in the program, but then getting the visual result was so wonderful. Actually, when I was eight, I went and took this beginner programming class. Then I discovered that I already knew how to program from typing in these BASIC programs, but I didn't know that that was what I was doing. Then once I had learned that throughout growing up, we encountered various people like grad students that my parents knew who thought it was fun to teach me other programming languages. In their spare time, they taught me LISP and I would play around with programming. I think most passionate programmers that I know started doing it because it was so fun. Lucy: You know, I wonder how many programmers got their start out of Radio Shack. [laughter] Lucy: I remember going to the Radio Shack. Larry: At five to eight years old, yes. Lucy: Yeah. What's your crystal ball reading on the technologies of the future. Niniane: Well I'm really excited by the Kindle, for one. I think it's changed the world of books and of publishing and made it accessible to people instantaneously. I've bought ten times as many books because of the Kindle. I carry my Kindle everywhere. I'm excited by disruptive technologies like that. Also for me personally, I like more artistic technologies, things that are very beautiful. I like a lot of these photo apps that have come out recently and a lot of the ways to use technology to create beautiful movies, beautiful modifications to peoples' existing videos and photos and being able to share that easily. Larry: Mm-hmm. Lucy: I like the Kindle too. I just got to hold one for the first time. I'm a little behind. Larry: Mm. Lucy: They're really excellent machines. Larry: She's always on top of things. [laughter] Niniane: Yeah. I guess in this vein I think human-generated content is becoming more and more critical. First we saw user-generated web pages. Then we saw proliferation of user-generated social information, updates of what people are doing. Then photos, statically, and videos, and now I think we are seeing more proliferation of people creating art. I see that as one of the most personally exciting movements that is coming up, of people creating... On Minted, they create these beautiful graphic designs, and I think, all forms of art, like the Kindle, allowing people to publish beautiful novels and works in writing, programs like Instagram, allowing people to share their beautiful photography with each other. A lot of interesting sites cropping up that now that we have passed the survival mode of people sharing functional information with each other, now we're going into, you could say the Golden Age of people sharing beautiful art with each other. Larry: Now I know you're a CTO, but what is it about the entrepreneurial spirit that makes you tick? Niniane: I really like being able to make fast progress. We sometimes have ideas that we then execute within a day, or even a few hours, we can start making progress on those ideas. This time between having an idea and to when it's live in our sight can be very short. I find that very rewarding. Larry: Mm-hmm. Niniane: There's a lot to do. The whole company is rowing one boat together, so people's interests are aligned. It's all about making fast progress toward a really passionate vision that everyone shares. Larry: That's great. That is super. Lucy: Well I think the thing about fast progress is really, we hear that a lot. It's the ability to decide and move I think that a lot of people really like about the startup companies. Niniane: Totally. Lucy: Yeah, absolutely. Niniane, who supported you or led you into this entrepreneurial career path? I know you had experience with larger corporations and you chose to then come to a smaller company and help it get its footing. Why? Niniane: Well I was surrounded by many people who have chosen to join a startup or create a startup. Many of my ex-Google friends have started their own startups and were able to talk pretty candidly with each other. I think that many people, too many to list, have really benefitted me by being honest with their own experiences and by showing with their own example how fulfilled they feel by being able to turn their vision into reality and to have a large impact on their startups. Larry: All right. I've got another tough question for you. Lucy: [laughs] With the word tough in it. Larry: With the word tough in it, yeah. Lucy: [laughs] Larry: What is the toughest thing that you've had to do in your career? Niniane: There are actually a couple of things that I would say have both been very tough, both around projects ending in a way that was less successful than I would like. When you work in large corporations, sometimes projects will get cancelled. I would say that project cancellations would be the toughest things that I've experienced, both in my own having to come to terms with accepting that certain visions will not be carried out, and sometimes then having to be the extension of carrying that out even though it's very painful for me having to then carry out the ramifications of that decision. I think that the cases that I can see how events led and my own actions contributed as well. I can see the responsibility that I and the circumstances and other people combined to lead to these projects ending prematurely, but it's always a very painful thing because I tend to really put my heart into the project and fall in love with it. Having something end is like divorce or like your spouse dying. [laughs] It's a very painful process, but I think that that's what happens when you take risks. Overall, I recognize the necessity and I can self-reflect and think about what I can do better in the future. But at the time it's always a very challenging experience. Lucy: I just so resonate with that. My background is in R&D at Bell Labs. That was a very painful part of being on leading-edge projects because they technically could be wonderful, but also ahead of their time or people didn't know how to sell them or the population not ready or perhaps technically they just didn't come together. But, really great technologists do fall in love with their projects. T,hat's what makes them great. Niniane: Yeah, except the fact that then have to tell other people that have also fallen in love with it either users or other team members who are equally in love and who are pleading to have it go on, to be the person to tell them that it cannot, when I myself am also grieving. I think that is also very challenging, but it is a learning experience. Lucy: It is an essential component of leadership, unfortunately, for sure. Well, if we had a young person on the phone and pre-career and you were giving them advice about entrepreneurship, what advice would you give them? Niniane: I would give two pieces of advice. The first advice is a quote that says "Never compare your insides with someone else's outsides." [laughter] Lucy: Say that one more time. That's great. Niniane: The quote is "Never compare your insides with someone else's outside." Lucy: OK. Niniane: The idea is that inside we're all feeling bad or nervousness, or we might be having some tension with someone we're working with that we're working through, but it's causing us stress. From the outside, we all seem perfect and completely on top of everything. If you are looking at somebody from a distance, if you are basically looking at their PR around them, you're not going to see all of their human foibles that they share just like everyone else. What can happen is that, especially as an entrepreneur, you're going through so many challenges and taking risks. If you just look at other people from a distance you won't see they're going through the same thing and you'll feel isolated. It helps if you have some close friends who are going through similar experiences that you can talk to and talk candidly. If you just talk to distant acquaintances, they'll always say things are going perfectly and everything is wonderful. It's important to have close friends you can talk candidly with to feel more supported. The second piece of advice I have is go read a book that I recently read. It's called Touch the Top of the World. It's by a man named Erik Weihenmayer. It's an autobiography. He had an eye disease as a child, and he went blind by age twelve. At first he really struggled and felt victimized and felt, "why me?" That it's so much harder for him to do something basic like walk down the hall. But, then he started to be action-oriented and to learn how to triumph despite this adversity. He started doing wrestling because it's a close contact sport. Then he started doing rock climbing. He then went on to climb mount McKinley. Then he summitted Everest. Now he has become the first blind person to climb the seven summits which is the tallest mountain on each of the seven continents, including Antarctica. Lucy: Wow. Niniane: I read this book and I felt so inspired that this guy went blind and instead of, "Oh I'm going to wallow in feeling disadvantaged in feeling that it's so easy for other people to see the path up a mountain and walk up it," whereas he has to use poles and he has to devise these systems to use sound and to have his climbing partners wear bells and all these complicated procedures, he chose to triumph through them and be action-oriented. I felt really inspired because I think all of us feel disadvantaged in some way. You can either be a victim, I've heard women say, "Oh it's so much harder for women and men do this they get away with it, it's so much more difficult." Or people will say, "I'm so much younger people won't take my seriously," or "I'm much older people think I'm obsolete." Everyone has some way that they feel that it's so much harder for them than for most other people. We could either allow it to paralyze us or decide that we will take the actions necessary to deal with that. That is so fulfilling and inspiring to other people. I think that for me, reading this book and seeing how he actually... All these examples of the painful but fulfilling challenges he went through. I see a very interesting parallel to entrepreneurship. I highly recommend it. Lucy: Wow. Fabulous. Larry: That's great. Now, you've been with huge companies. You're now CTO at Minted. What do you think your personal characteristics that given you the advantage of this entrepreneurial spirit? Niniane: A couple of things come to mind. One thing is a tend to do thing because I love them. Not because I think it would be best for my career or because it will impress other people or it will great in five years, something like that. I think that I really follow my heart. Sometimes nervously. [laughter] . But, I really fall in love with my work. It's very hard for me to do work that I'm not in love with. I think that it actually makes a lot of things easier. Because your gut will help guide you. I really believe in Minted's mission. I think we are helping graphic designers all over the world find an outlet for their talents and be able to get community and make money from it. We are helping consumers find excellent unique designs. Being in love with that mission and with the missions of previous projects that I'm working on really make things easier. It makes it possible to travail all through the inevitable bumps that come along the road because you're in love with what you're doing. Just like when you're in love with your child, it's much easier when your child gets sick. I think that has helped. I would say that the second thing that I have found helpful is the throughout my life there were incidents where people told me certain things were impossible or that I would regret doing them and I'd did them anyway and then they were great. [laughter] Lucy: [laughter] Good for you. Niniane: I skipped three grades when I was growing up. I graduated high school at fourteen and I went to CalTech and graduated CalTech in Computer Science when I was eighteen. A lot of people told me it was going to be bad in so many ways and that I'd be socially outcast or I would romantically have trouble or various gloom and doom predictions. Even along the way, as I wanted to take more advanced courses or start taking college courses when I was in junior high or whatnot, people had all sorts of predictions about how it'd be so bad for me. I felt like they all were not true. They did not come to pass. Seeing so many people say that things were impossible or they would have these bad repercussions and then have them turn out totally false makes me skeptical when people say now that something is not going to work. I think being a woman in a predominantly male industry there are sometimes people who will say similar doubting statements but to me know I'm used to ignoring that tone of prediction because, in my experience, it tends to not come to pass. Lucy: The thoughts are just a downer, right? I mean [laughter] , it just like go away and keep those remarks to yourself. Larry: I have four daughters and they say the same thing. Niniane: Yeah. Lucy: You've mentioned a few times about being in love with your work and it really comes across in how you speak about your projects and about Minted. On the other side of it though, we often have to, should be blending at least a little of our personal time in with work. How do you handle that? The demands of a startup with really being able to hang out with the friends and the family that mean a lot to you. Niniane: I think it's actually a similar philosophy which is do what you love as much of the time as possible. It doesn't necessarily mean you won't do grunt work, because just like with my analogy with the child, if you love your child you will be doing things you don't particularly enjoy like driving them long distances. But, my philosophy is to spend as much time as possible doing things that I really love, whether that is work or picking up a hobby or reading. I love reading on my Kindle. [indecipherable 00:19:51] whatever that is, I think it is good to spend as much time as possible on it. I've actually seen some research that if you focus on what you like to do, what you really feel passionate about doing that you will then become more successful at it because your mind is focused on it a lot. You will gravitate towards things that you are strong at. I think it's actually when you do what you love, it becomes much easier to blend personal life with professional life because you're not gritting your teeth doing something you don't love and then finally being able to go and do other things that you do love. Or trying to stuff down your instincts to stop doing something that you don't enjoy. I think that when you love the things you're doing, it actually becomes much easier to switch between them or to decide how to allocate time between them. Lucy: That's true. Larry: That is absolutely true. You know, Niniane, you have accomplished so much. You've done a great deal with the big companies, which you're doing now. What is it you think you're going to be doing next? Niniane: Well I was intending to keep doing, just keep following my heart and doing what I love. For the foreseeable future we are doing some really exciting things as Minted and making, building off the successes the site has already had to be able to expand this vision and enable more graphic designers and get our designs out to more consumers in various methods. I know some people like to have a five-year plan, a 10-year plan but I actually feel like the best opportunities of my life have come by being open. I wasn't really looking to switch from Microsoft to Google, but I felt that joining Google would be a good experience. I try to just stay open and listen carefully to my gut and then keep doing things that I enjoy. Lucy: Well we can't wait to see what those things will be. Larry: Nope. Lucy: I just think that Minted is such a great thing. Niniane: Thank you so much. I really enjoyed this interview. Lucy: Well we enjoyed having you. I want to remind listeners where this is. Although they're listening to us I guess they'd know where it is, but they could pass it along to others. Www.ncwit.org and Larry: W3w3.com. Lucy: Thank you very much Niniane we really enjoyed that. Larry: Thank you. Niniane: Thank you so much. Series: Entrepreneurial HeroesInterviewee: Niniane WangInterview Summary: Niniane Wang began programming in basic on a game console from Radio Shack when she was just five years old. Now serving as the CTO of Minted, Niniane has come a long way in her technological pursuits. Release Date: September 6, 2011Interview Subject: Niniane WangInterviewer(s): Lucy Sanders, Larry NelsonDuration: 22:24

Audio File:  Download MP3Transcript: An Interview with Sarah Lipman CTO, Power2B Date: August 15, 2011 [musical introduction] Lucy Sanders: Hi this is Lucy Sanders. I'm the CEO of NCWHIT or the National Center for Women and Information Technology. Were working hard to make sure that more girls and women are pursuing computing education paths and careers. This interview series is extremely important to us. Were interviewing fabulous entrepreneurs, women who have started technology companies and asking their advice about entrepreneurship. Were very excited about this series. Today were going to interview a technical visionary, I'm very excited about this. With me is Larry Nelson w3w3. Hi Larry! Larry Nelson: Hi. I'm really happy to be here. I always like visionaries especially in this area. Anything we can do as it relates to business, technology and women getting into technology really turns me on. Lucy: Well listeners will be able to find our interviews at ncwit.org as well as w3w3.com. The technical visionary that we are interviewing today is really big into 3D Technology and the human interactive interface. Her name is Sarah Lipman and she's the cofounder and CTO of Power to Be. These interfaces I'm sure our viewers know are so important and there really such leading edge technology happening there. I've brought along the Power to Be mission statement. This is awesome I think we should adopt this as our mission statement. "Power to be is a creative workshop dedicated to generating radical innovations in human experience at every level of daily living." Larry: I love it! Lucy: I know that Sarah will have a lot more to tell us. Part of what they've done is a innovative patent around 3D touch-screen technology. Their beginning to imagine certain interfaces for these devices where they can actually look at natural body language, and present things based on Larry sitting up straight. [laughing] Just based on how you are behaving. Sarah welcome were very happy to have you here! Sarah Lipman: [over the phone] Thank you. I'm really excited to be with you. Lucy: What's going on at Power to Be, give us a sense about that? What are you up to? Sarah: Power to Be is unbelievable. It's a technology that replaces the traditional touch-screen. It's a fraction of the price. It provides coordinates not only in the x y plane, meaning when you touch the screen, even when your not quiet touching the screen. So it can track you before you even touch the screen. An easy way to envision the difference is if I were sitting across the table from you and you saw me reach for a salt shaker you might push it towards me, because you could see me coming. You don't need me to touch the salt shaker to know that's what I'm aiming for. If your smartphone or your tablet or your laptop or your TV could see you coming, then it can start bringing you what you wanted even before you start touching it. Given the amount of data, number of applications, the amount of content that were holding on even very small devices is a very profound change and how we can interact with our content. Lucy: That is really interesting. Before I get into the first question about how you got into technology, tell us a little about other technologies that you see that are cool. As a technologist it's a especially interesting question to ask you. Sarah: Certainly the whole issue of embedding sensors into all kinds of devices and products and objects. So that they can be more aware of us and responsive to us. That device to device communication, so it can be passed along, I think we haven't even began to scratch the surface of what we could create. Now I'm not talking about sentient computing or anything like that. Just devices that can be intelligent. They can see what your doing and understand where your going. Lucy: Wow, that's amazing. Is that the same kind of technology that you might start to see in buildings and so forth? Sarah: I think it's just going to be everywhere. In buildings, it's going to be in coke cans, it's going to be in laptops and cell phones and makeup and refrigerators. It's going to be everywhere! Because there's no reason why with all the data we give off in terms of body language, in terms of intention, in terms of history. There's no reason to still be using the old algorithms of algorithm principles for predicting peoples behavior. You don't need to predict it based on statistic's, predict it based on what the persons doing now. You'll have a lot more accuracy and it'll be much more fluid. That kind of magical feeling when something just works right. Lucy: For you! Larry: Yeah I Love it! Lucy: I love it! OK, so one more technology question then will get into the interview. Tell me about makeup? Sarah: [laughing] That was just a generic example. I certainly would not mind my makeup reordering it's self when it got low. Lucy: Me too! Sarah: [laughing] I have traveled all over the world, like alot. There was a long period of time were I traveled every four weeks or every six weeks. I used to pick up makeup foundation in different countries and it never matched. In the middle east it had this present undertone and in japan it would have this white undertone. I went crazy, it's like stupid things that's what the Internet's for! No I could never catch up with what I needed. [laughing] Lucy: [Chuckling] That's amazing Larry: I bet it'll even cover up spots that you've miss. Sarah: [laughing] Larry! Lucy: That would be good too! Sarah, why don't you tell our listeners a bit about how you first got into technology? Sarah: I was so excited by this question! It made me really think "What's my first memory of technology?" It's a Rotary phone. The rotary dialed, this old lady came in, installed it, put our number inside and I was so fascinated I must have been three years old. I spent hours playing with the rotary dial, trying to figure out how it work, how it dialed. Why when you dialed the two it didn't take very long, when you dialed the nine it took forever to get it back to being able to do that. That whole product, that whole interface is just so fascinating to me! Then in first grade, I was having these conversations with friends about why these new touchpad's had a pound key and a asterisk, speculating about what they may be for. One friend said, "In the future it'll let you call somebody back if the numbers busy when you dial!" That was just so far out it was hard to believe. Then calculators keypad goes the opposite way of a phone keypad. I'm just so excited that you asked this question, it's the first time I've realized I've gone full circle! I was fascinated by phone interface when I was three years old, I'm still fascinated by it now. I'm totally memorized, I guess I never really changed. Lucy: Who knew the rotary phone would have such a impact? Larry: That's a fact! And then remember... Sarah: [laughing]: Yes! Who remembers rotary phones? Lucy: Oh I do! My background is at AT&T, I used to program software. I don't even want to go into that! Sarah: My husband used to have an auto-dial made of toothpicks. Larry: Woah! Sarah: Hold it under a little clicker and it would go "tick tick tick tick!" Auto-dial! Phone interfaces are fantastic. I have a whole collection of mobile interfaces, old phones like Nokia! Around the turn of the century they had these fabulous interfaces that looked funny with the keys all over the place, styluses you name it! I've got some funny example of it. To me it's both entertaining, educational and indicative of an industry of that's still trying to figure out exactly what the best interface is, test function. Larry: Now what is it about entrepreneurship that makes you tick? In fact why did you become an entrepreneur? Sarah: I think I didn't have a choice. [laughing] I kind of see an entrepreneur as someone who see's where there is a problem or a gap or a hole, understands what it really needs to be like, and really wants to make it be that way. That kind of excitement, that vision of I'm going to complete the world, I'm going to fix the world. That's me! You've got to be excited enough to jump in, get involved, take risk, push ahead and not be too worried about obstacles because you know that there is an end result and you know what it is and it is totally worth it. I'm an entrepreneur that way. In terms of I see a vision, I see what somebody or a something that could really be that has this amazing potential and I just want to make sure that it really happens. Larry: That's great. Lucy: Well, in along the way, Sarah, who or what influenced you or supported you as you went down this entrepreneurial career path. Sarah: Definitely my husband because I would not be an official entrepreneur if it was not for his business and market vision really has been the force behind that whole side of let's turn this turn into a business. And we have had a couple of just amazing advisors and mentors who believed in us. They reached out to us even before we asked them and helped us turn what was a vision and had a belief and faith in what we were doing into professional skills required and know how and who to talk to and how to do it. Notably I would say Ken Dweeble whose is now a CEO at Coria who was previously CEO at Power to Be and even before that was a personal mentor, Hansel Baker whose is now a Techsports product development. Both of them just had profound impact on us Larry: Well with all the different things that you have been through and it's great that you have had powerful people behind you and working with you but what is the toughest thing that you ever had to do in your career? Sarah: Fire an entire lab of wonderful people, wonderful employees when we had a investment poll during the stock market crash in 2008. It was horrible to do it. Everyone understood why, there was no money for salaries for them but in that economic environment we knew it would be hard for them to find their next job, for at least a while. It was just awful. Lucy: I know, I can feel it in your voice. Sarah: Yes, it was horrible. Lucy: Well, it is horrible I think that those things happen. Sarah: Thank God they all are well employed now and are doing great but... Lucy: I'm sure they have top skills. Sarah: They are a great team. Lucy: Absolutely. Well, if you were sitting here right now with a young person and giving them advise about entrepreneurship, what would you say to them? Sarah: First of all I would say if you are person who likes to get things done and likes to make things happen, then starting your own company is your dream job because you can just do it and make it happen. That said, a lot of people are very vague about their ideas. They kind of sort of have some idea and they don't have that clarity, vision or focus. And that is what you need to cultivate. That is what all the business planning is about. You got to push your self. Clarify your vision, what are you trying to achieve, what is the objective, what is going to look like and you got to make it that you can share it with other people. So I would say pitch and present as often as you can to anyone who would listen to you. Presentations, articles, drawings, whatever, be on panels and then listen listen listen to the feedback that you are going to get because you have got to keep learning every minute and that combination of pitching and pulling out and then listening and pulling in, that's how you are going to make it happen. Larry: You know, it's great that your husband was one of that power force behind you becoming an entrepreneur, what are the personal characteristics that has given you the advantage of becoming an entrepreneur. Sarah: [laughter] First of all, I really think that being a mother gives you important experience. What it means to be completely committed to a project, to be willing to put in a 22 hour a day. Larry: [laughter] Sarah: ...Without looking at a paycheck or worrying about your overtime. So I am a serial mom-entrepreneur. I have a large family but I am like that with everything. You know there is a kind of save the world mode in me is a lot stronger than what is in it for me mode.I do think that helps me put a 100 percent to my work even though success with the start up is down the line thing, it's not immediate so I guess what I'm really saying is that you have to love what you are doing. You have to love doing it now and not just be looking out for the money that the success might bring you down the line. So startups are an uncertain universe but if you love what you are doing now then it will be satisfying. Larry: Boy that's a fact. Being a father of five I can relate to what you have said. Lucy: And picking up on your answer about how being a parent really teaches you important business lessons for sure, what do you do, how do you manage to bring in the balance in your personal and professional lives? Sarah: You assume I manage. I don't think I manage well enough. Lucy: Well you must be doing something right. Sarah: But I do, I have found this kind of like using a lot of the business skills has been helpful at home as well. It was vice versa but it also works the other way. So kind of [inaudible] to say what do I need to achieve right now, what do I need to achieve in the next two hours of really being with my family so trying to be very focused in that. What is the number one thing I'm trying to do and that helps me not to look at my computer, not check the black berry. Really listen to my kids, to my family, talk to them, be there with them, I find that those skills are kind of across the board and it has been helpful. Lucy: I think that is an incredibly important advise. It really is around do the next important thing well. Sarah: Yes. 100 percent. I know everyone loves to talk about multi tasking, I'm not a believer in it... Lucy: I'm not either. Sarah: I was in a meeting with Nokia several years ago, and one of the guys said here we call it continues partial attention. [laughter] Lucy: That's great. Sarah: Yes, exactly. Continuous partial attention is not satisfying for your children, your babies or your husband or your project or your presentation when you are not 100 percent in the moment, everyone knows it and they feel neglected and you can't run a business that way so yes I believe in multi tasking more as task switching. You got to be really good at rapid task switching but not all at one time. Lucy: Yeah that's a fact. Larry: Exactly. Sarah, you have been through a great deal, you have a growing company. What's next for you? S arah: Oh gosh. I'm empowered to be always next, it's so exciting. It's the potential to change the entire mobile industry. I know that I am very privileged to have the opportunity to be part of something that grand and it's not everyone's chance to be part of something that huge. I also founded Keyshore which is a professional network for religious women in Israel. It is a big success. I just left Israel and I put the project into wonderful good hands. Keyshore is in need of workshops and conferences. It has become a big player in the national scene and just bringing women. First class business marketing strategy skills for their business. That's what we do and it has been fantastic so I'm a big believer in changing the world one moment at a time. That is the most satisfying thing. It's kind of like multitasking versus task switching. One person at a time, you change a lot of people. I have a folder of 20 or 30 more projects that I want to get launched. I want to make it happen. You know, technology and education. Usually a combination of the two...Wow. I see myself fully booked for the foreseeable future. Lucy: And that is very good for all of us to know because I'm sure it's going to have a wonderful positive impact in the future as well as what you have already done. So thank you very much for talking to us, Sarah, we really appreciate you working on a very very cool technology and we gonna want to keep a close track of it because I'm sure it's going to as you said, really change. So thanks a lot for being with us. I want to remind the listeners where they can hear these pod casts once again, w3w3.com and ncwhit.org. Thank you so much. It was great talking to you. You have such a great philosophy and best of luck with your company. Sarah: Thank you and continue success with NCWHIT. It's such an important initiative. I'm so happy to be a tiny part of it. Lucy: Well thank you very much. Larry: Thank you Sarah. We will have you website, powertobe.net up also. Sarah: Thank you so much. Series: Entrepreneurial HeroesInterviewee: Sarah LipmanInterview Summary: Imagine sitting at a table and reaching for the salt, and the person next to you pushing it towards you so that it's within your reach. Now imagine a touchscreen technology that, in the same way, anticipates what you're trying to do even before you touch it. This is Power2B. Release Date: August 15, 2011Interview Subject: Sarah LipmanInterviewer(s): Lucy Sanders, Larry NelsonDuration: 16:43

Audio File:  Download MP3Transcript: An Interview with Gillian Muessig President and Co-founder, SEOmoz Date: May 9, 2011 NCWIT Entrepreneurial Heroes: Interview with Gillian Muessig [intro music] Lucy Sanders: Hi. This is Lucy Sanders, the CEO of the National Center for Women in Information Technology, or NCWIT. I know our listeners know about our "Entrepreneurial Heroes" interview series, which is a great interview series with women who have started IT companies. This is another in that series. With me is Larry Nelson from w3w3.com. Hi, Larry. Larry Nelson: Hi. I'm happy to be here, of course. We really enjoy the fact that everybody from parents as well as employers and leaders and managers, as well as teenage girls, listen to this show. Lucy: I think the person we're interviewing today is just an expert in search optimization. Everybody knows how important the Internet is, and how important it is to have your business, your organization, your personality, found by the most possible people. The person we're interviewing today is a real pioneer in that field, sometimes called the "Queen of Search Optimization." Larry: You betcha. Gillian Muessig: No, I think I'm called the "mom." I'm known as "SEO Mom." Lucy: SEO Mom? OK. Also a queen. We are very lucky to be interviewing today Gillian Muessig, the president and co-founder of SEOmoz. SEOmoz provides one of the world's most popular search marketing applications. The community it serves is huge, over 300,000 search marketers around the world. She also has a weekly radio show, "CEO Coach." This is really interesting to the people who listen to these interviews, because as part of that show, she's covering really important entrepreneurial issues around funding and finance and staffing and marketing and brand development. Welcome, Gillian. We're really happy to have you here today. Gillian: I'm delighted to be here. Thanks for asking. Lucy: What is happening with SEOmoz? Give us the latest. Gillian: The latest and greatest at SEOmoz. Well, I guess we're taking social signals much more seriously, as are the search engines these days. We are the creators of something called "Linkscape." It is a fresh web crawl of the World Wide Web. In other words, we have code known as "Bots" that run out along the Web itself and catalog the pages, just like Google or Microsoft or Yahoo! And so on, in this case Bing, it would be called these days. Similarly, we have a bot that goes out and crawls the Web. It's called, as I said, "Linkscape." It gives us the link graph of the Web. This means how all the pages are connected together with links from one page to the next. It's interesting stuff. It does not make us a search engine. A search engine can also give back answers when you say, "Gee, I'm looking for something. Where is it?" You could also give that back to somebody. That's what makes a full search engine. So if you think of Linkscape, you might think of it as kind of half a search engine. We know what is. Now, we are taking a look at the social graph. So while we crawl the Web for information about links running from here to there, we know that the social signals, which means the noise or the signals we hear on Twitter, Facebook, LinkedIn, Cora, Yahoo! Answers -- just thousands of other sites where people gather and talk to each other on the Web. Those are the social sites. When they get busy, the search engines notice, and that kind of information shows up in the search engine results pages, known as SERPs, Search Engine Results Pages. So that's what's new at SEOmoz. We're looking at the social signals and incorporating them into our platform. Lucy: That's amazing. There's so much information going on out there. Absolutely amazing. And great technology. The kinds of algorithms you're doing under the hood there just have to be really fascinating. Gillian: Yeah, they're pretty exciting stuff. If you think of the Google algorithm, I usually say, "Well, it starts somewhere in central Asia and it ends in Sunnyvale, California." It's really large, and it links 1's and 0's. That means it's changing constantly. What is it? 2,500 to 3,000 brilliant engineers are working on it at any given time. What they're trying to do is say, "Gosh, there's a lot of info out there. How would we catalog it and organize it to be on the Web?" And that's the world we deal in. Lucy: I know. Who would have thought it, even 10 years ago? Just amazing. Larry: Whew, not me. [laughter] Gillian: It's a very new industry, and that is one of the interesting things about the world of search. While some technology industries have been around for maybe 30 or 40 years, or much more, the Industrial Age certainly giving way to the Technological Age toward the end of the 20th century. The world of search is pretty much the oldest folks would have been practicing some '97, '98, '99, something like that, when the search engines became of age and became more important, and people began to find things on the Web using a search engine as opposed to using business card that sent them to a specific place. Lucy: It's really changed quite quickly. The historical perspective is fascinating and I think our first question is a little bit of a historical question. How did you first get into technology, Gillian, and what kinds of technologies do you see today that are really interesting to you? Gillian: When I opened my company, it was in 1981, I had one young child a two-year-old at the time. I subsequently raised three children under my desk. The youngest will tell you the color of the blanket he slept on under that desk, so I'm talking literally. I think in 1984, I was doing a consultancy basically, so glorified and employed. I was a consultant. I did traditional media marketing, everything from print media to a little bit of radio and television and so on, but regional stuff. In terms of print media, the first pieces of technology that we really saw came in the late '70's already, when type was no longer moved by pieces. Little slugs of type, and made out of lead, would be moved into place in big wooden boards, and that's how the articles of newspapers were created for advertisements and so on. When it moved from that manual process to something called code type, because the first one was Hocks type. You would actually move the little slugs into place and then melt them together. You would use heat to make sure that they were held together, and then you would break them apart for the next day's news. In this case it was called Cove type, and that was the first computerized type. Maybe that was the first time I got into technology, or really saw it affecting my industry. In 1984, I put a Mac II on my desk. I had more self-control than this advertisement that was coming out of Zenith said I would. It said, "We'll give you one of these Macs for two weeks. You pay us for it, but you can just bring it back and we'll give you your money back if you don't want it." I thought, "Well, I've got more self-control than that. I'm just going to take a look at this thing." Within two hours, of course, it owned me, body, soul and mind, and I never gave it back. [laughter] Gillian: The ad worked, and I bought a Mac. I used Mac for many years. I changed to PC I guess in the '90's. Just recently, we're talking within the last couple of weeks, one of my staff handed me a Mac Air, it's called the MacBook Air, and said, "You're going to love this! It's so lightweight." And I thought, "Really? Back to Mac? I'm an old dog. This is new tricks." [laughs] But yes, I do enjoy carrying it around, because I travel so much that having a very lightweight computer at my fingertips is really nice. So first technology would have been 1979. The First time I owned a real piece of it, if you will, in about 1984. The Web showed up in 1993. Perhaps what you were referring to before, kind of the Grand Dame of Internet marketing, because I was there six seconds before the next guy. In other words, it was just a wild and wooly time, and I was happy to be at ground zero. We had a great deal of excitement and ideas around it. I continued my business for a number of years, but certainly we were beginning to do things like offer websites to our clients, in which we were doing general graphics or advertisements, or perhaps annual reports and logos and that sort of design. We were now adding websites to that, and then we were adding better websites, because we had Flash. Then it was realized that the search engines were becoming more important, and search engines could not read Flash. A search bot is blind and deaf. It cannot see pictures, it cannot hear sound. So we had to go back to HTML and maybe incorporate elements of images and so on, and identify them. With that, search began. As a search engine became more important and required text to be able to find out what a document was about, we had to optimize a page. It meant you couldn't just put a picture on a page, because a search engine cannot see it. You had to tell it what that picture was. That, perhaps, was the very first piece of optimization. How we'd label pages, we'd say, "This page is about something. It's my website.com." Then you would put in a subject, you know, red cars. [laughs] And, "Oh! That page must be about red cars." The very beginnings of search engine optimization were very simple. Today it's a highly complex field. We don't even think of it as SEO. So answering the second half of your question, what do I find interesting in moving forward now? Certainly, we are deep into the information society, where information is power. It always has been, but it's just become more in the forefront. The concept of marketing has changed, both online and offline. It's changing the way we do business and the way we communicate. From governments to private corporations and individual human beings, we think of things now as inbound marketing, as opposed to push marketing. It used to be that I would make an ad, and I would kind of take a megaphone in whatever field I was in, whether it was print or radio or TV or whatever, and shout out to the world what I needed them to know. That's no longer acceptable. People don't like it. They never really did like it, but now they have choices. Now people want me to give them information when they want to see it, when they want to learn about it and when they are ready for it and in the way that they wish to see it. That means multiple-size screens such as iPhones, little phones, Android and things like that, cell phones, web-enabled cell phones, to iPad and similarly-sized screens to the next size, which is Netbooks and then laptops, to the huge screens that sit on our walls at home and sometimes cover entire walls. That would be 55-, 60-, and 70-inch television screens that also serve as interactive, Internet-capable products. I find that kind of technology fascinating and I think that's where we're headed in the future, a multi-sized delivery of information just when the consumer wants it. Larry: Gillian, thank you for sharing all that history. In fact, we are going to make sure that if people want to understand the history, they should come back and listen to this interview. Now why is it that you are an entrepreneur and what is it about an entrepreneurship that makes you tick? Gillian: [laughs] Entrepreneurship is a hereditary disease, not a profession. [laughter] I say to people often (I do a lot of coaching about entrepreneurship and I serve on the board of advisors of companies on four continents now) that entrepreneurship is something that you have to want, and you have to want it so desperately that you are willing to walk through what I call "the Dip." I know Seth Cotton talks about it. There's a fine little book called The Dip. But I see it slightly differently. The very short version is that in order to get to the other side of a chasm of all of the folks who are trying to do what you're doing and overcoming all of the impediments to success, you have to walk through this valley of the shadow of death. After that, we don't get quite that translation correct. It's not that "Yet I fear no evil". It's "If you fear no evil, you will not walk out." [laughter] So understanding entrepreneurship is: You have a great idea, and you decide you want to bring it to the marketplace, but you must walk through this chasm of impediments to success. And sometimes it gets very, very dark. I help entrepreneurs through that space quite often. It is not just that there are financial qualifications. For instance, one needs funding and that can be very difficult. Or perhaps one can fund it oneself, but are you willing to put at risk all of the monies required to do so? People will put their homes at risk. They will mortgage things and sell their vehicles and live with their parents and do all kinds of things in order to afford to make this thing fly. It's like throwing money at a passion. But in some ways it's very analogous to being addicted. You must do this thing once you get it going, right? Now the second piece is not financial stuff necessarily, but how everybody else looks at you. There are a number of entrepreneurs, some of them very amusing, who are radio personalities as well who will say things like the whole world will tell you that you are stark, raving mad. That there's no way you can do this, that it's not possible, and so on. And when all of that volume of voice and noise comes at you, do you have the fortitude to continue to walk and to say, "No, I know in my gut what I've got is right and I'm going to make it happen." Then the last piece would be the strength of this idea you have. If you're building it, for example, in technology and software, will this code hold up to what you need? If you have some kind of success, do your servers crash, do things begin to fall apart, can you do the customer service part, and can you do the company part and not just the idea part? What I say is that every truly brilliant company in the world has two parts. It has a technologist, a wizard, the brilliant idea person. And it has a business person. The business person's responsibility is to protect the wizard. If the wizard is thinking about anything else except what's next, you're losing money. Now any business person can make themselves a business. They can go sell shoes. They can go sell office furniture. They can do whatever they want. They make a decent business and sometimes they make quite a good one. Many, many technologists have brilliant ideas, but cannot for the life of them do the business piece of it. There are far more technologists who cannot succeed in business than there are business people who somehow cannot succeed at all because they don't have the brilliancy. But if you put the two together, you get something that is an explosion, an extraordinary universe of stuff that happens. And that's when you have these brilliant companies like Yahoo, Google, and so on. I was fortunate in my time to have such a technologist and to be able to work with him. I'm really in the end a business person. The technologist is Rand Fishkin, arguably the most famous name in search marketing today. I could build a brand around a human being. I could then build a brand around the company, and then the company has become very powerful in its field. Again, knowing your playing field is an important piece. But I have walked through that dip, that "valley of the shadow of death" when people told us this could not be done. I often say people who say that a thing cannot be done are often interrupted by those who are doing it. So, on October 6, 2008, SEOmoz interrupted a whole lot of people when we created this thing called Linkscape, which is a crawl of the World Wide Web. A whole lot of people said you have to be Google or Bing or whatever to do something like that. It cannot be done. It'll take ten thousand brilliant engineers and millions of dollars and you haven't got that. We did it. And when it was done, it powered all of our tool sets. So why am I an entrepreneur? It's because it's in my blood. It's because I see ideas. I can kind of put together a meal of products out of groups of intellectual properties, if you will. It's like throwing a bunch of ingredients on the table in the kitchen and coming up with a meal. It's like what Iron Chefs do. The same idea happens with entrepreneurship and it's what I do. I look at this collatinus collection of clattering junk and from it comes a product that is saleable. So that is what I think makes entrepreneurs what they are. It's the fortitude to move forward. It's the ability to see a jumble of ideas and possibilities and to create real product out of it. And brilliant companies or really brilliant entrepreneurs, those who have that partner technologist [inaudible 17:05. Lucy: So as an entrepreneur, Gillian, who supported you along this path? Do you have particular mentors or role models? What might you be able to tell the listeners about that? Gillian: Well, I think that's why I became a CEO coach, because there were precious few when I came through this path. I see that Rand, for example, who is now the CEO of SEOmoz, has a number of mentors who are coming to his aid and whom he has been able to seek out. But as we walked the very earliest days, there were things that I would have given my left arm to have known about. There were times when I would call practically a hundred people and not one of them could give me the answer I needed. So in a sense, I was not well-connected and I didn't have entrepreneurs who had been successful on at least one level larger than I was. I think there are very few when you are in the very, very early stages who will reach that hand out. You have to get through a certain barrier first. You have to reach some kind of critical mass before it gets recognized as a viable business and then you get those kinds of mentors beginning to take notice. So I decided that if I ever walked out of that valley, that's what I would do, that's what I would give back. That's why I do CEO coach every week. I don't get paid for this or anything. I promised that I would give answers, that I would name names and give numbers and tell people what to expect and help them to leverage the assets they had and to walk through that very difficult time when you are proving your concept and making it through to the other side. Of course, the scarcity is what makes success. If it were easy, if there were no chasm of all of these impediments-and I only mentioned three, but if it were easy to get from one end to the other, from brilliant idea to successful marketplace for everybody, then there would be no scarcity. Trust me when I say to people who are considering entrepreneurship, it's worth it. [laughter] Larry: I love it! Yes. Gillian: It is so worthwhile on the other side. The answer is, it is all the things that you would dream it would be. There is a certain amount of exclusivity. There is a satisfaction beyond anything else that comes from knowing you did it. Larry: Wow. With all the things you've been through, what's the toughest thing that you've had to do in your career? Gillian: Possibly two pieces and I think they're related. The very first one I had to learn to do was to move from being a consultant, a sole consultant, to being a real entrepreneur, somebody who had a company, who had people working with them, in other words, a team. I used to walk out, shake hands with somebody, and say, "Yes sir, I can do that," and go back and do it. That was easy. Whatever it was, it was easy. It meant I did it. I could rely on me and I knew my own mettle and I could trust me. The first time I walked out and said, "Yes sir, I can do that," and went back to the office and said, "I sure as shooting hope you folks can do that, because I can't," that was scary. To be able to rely on a team of people to do it as well as you would hope them to do because you cannot do a thing, that's entrepreneurship. That's really moving from being a sole proprietor to being a full-size company. The second piece was saying no to a customer, understanding that there are clients and client wannabes. They wannabe a client but they don't wanna pay. Client wannabees. Learning to recognize client wannabes in your business sector is terribly important, because otherwise they will suck the blood out of you and never pay for what they take. Generally they pay very low amounts, the lowest you will charge, and they take the most time. The less a client pays, the more hand holding they generally need. So understanding that you need to fire the bottom four clients on your list every year and make way for new ones who will pay you more, respect you more, understand the value of your service more and so on, that's a critical piece of success in moving forward in being a company. People who cannot let a client go regardless of how much this client fusses and complains and makes it a personal thing as opposed to a business thing and so on, doesn't recognize the value of the service, on and on and on. All of these complaints about the client, if they cannot let that client go they will forever be an individual consultant that's not terribly successful. Those who can get through it and understand the process become successful companies. Lucy: Along our discussion there have been so many characteristics that come across in your answers to these questions that I think make you a great entrepreneur. You're very thoughtful, very persistent. I think you're very funny, you have a great sense of humor and have a great sense of history and analytical, but what other kinds of personal characteristics do you think have given you an advantage as an entrepreneur? Gillian: I think that perhaps that is the most important question. I espouse and I truly believe that people should bring their personal values to the corporate marketplace. Separating them is not possibility and that we kid ourselves when we do it. It also makes for a, not just lesser, but a really foul business environment and I think for centuries we've experienced it. I hope that what I build is not perhaps the world's finest search marketing software company and this and that and the next thing, but another way to do business. Often it's known as theory X and theory Y management. Theory X management being all about the fix, about fear, about worrying about whether the boss is going to dislike this or deduct that or reduce your pay or fire you and so on and so forth. That's theory X stuff, screaming, yelling and so on. Theory Y is somehow coddling, if you will. All about the positive but I think there is more to theory Y than simply coddling or supporting and so on. I think it has to do with bringing your personal values to the corporate marketplace. As an entrepreneur I can't have a company unless I have people doing the things that my company produces whether it's product, service, consulting, whatever it is. They don't work for me, they work with me. Without me they have no job and without them I have no job. It's not that it's really different at all, it's just different roles within an organization. I recognize that there is no complete, flat equality. There is no such ideas, communism if you will. It is a hierarchy and certainly it was my money on the table, it was on my back that this thing got started, it was Rand's ideas and so on that made it happen. All of those things, so it does put a couple of founders in its place that is different than the employee status, if you will. On the other hand, we feel that we work with a team, it's not that the team works for us. When I didn't have two nickels to rub together, when we were having conversations that said things like, 'What will it take to keep body and soul together this week?' Like, who shall take a paycheck this week? When we were having those kinds of conversations, it was that bad, I would pay the medical insurance 100% in full first. I never even thought to give somebody a salary and let them choose whether or not they wanted medical insurance. It's part of the salary, it's part of the package, there is no choice because many of the people who work for me are very young and when you're very young you think you're invincible. Nothing is ever going to happen to you and you will live forever and life is good until somebody gets glioblastoma or somebody gets hit by a bus riding a bicycle to work in the afternoon, that's when things go wrong. It was incumbent upon me to say, "No. I know better, I've lived longer, I'm a parent." Never mind anything else and many of these people are young enough to be my kids, hence the word SEO mom but there were a number of reasons why I got called SEO mom but as a result it was my responsibility to do those kinds of things. So we pay 100% of medical insurance. We do kind of what they call platinum level medical insurance. we don't skimp on those kinds of things. Certainly we do things like tech companies to all over the place like the Googleplex will do and so on. We offer lunch here and breakfast there and something else and we celebrate things and it's a lot of fun But we actually walk the talk, if you look at the SEOmoz website there's something called TAGSEE, T-A-G-S-E-E. The first one stands for transparency, second letter, authenticity, the third, generosity and so on down the road, you can read all about it. We don't just say it we actually live it. We hire for personality first and then we look for skill sets which makes it difficult to find people because you can find a set of skills it's just, does it also come with the right kind of personality? I was talking about it with one of my staff this morning and I said, "You know, I think what happens here is very childlike or perhaps like going to the movies." We suspend belief when we go into the movies. We suspend belief every time we walk into this office. We are complete optimists. We should all have our own [inaudible 26:30] chapter here. We walk in and pretend that it's possible, that nothing is impossible and we do it every single day. We work and live and play with the people here, and they certainly do, they have all kinds of activities around the office and outside the office and just get together because they're friends as well. Because it's like souls, if you will, we all agree that you step into this room there is nothing we cannot do and doggone, we do it. Imagine what you can accomplish. I think that because we spend so much of our time at our workplaces, I know that we change jobs much more frequently than we did a generation or two ago but even still, for the time that we are all together it's much more than just a job. This is about fulfilling the soul as well as the business career requirements of the people who work here. I think of my job as giving everyone here wings to fly and then watch them fly. Larry: Gillian, with all the things that you've done, what do you do to bring balance to your personal and professional lives? Gillian: I guess that's kind of the answer I gave at the last question. Larry: Yeah. Gillian: I bring my personal life to life to the office. I don't think of it as work, I think it was Thomas Edison who said, "'I never worked a day in my life, it's all fun." When I was a little girl of three or four years old and I could turn the pages of a book I wanted to see this big wide world. I am the most fortunate person in the world. I get to run around the world as what's now known as corporate evangelist for SEOmoz. This is what happens by the way when they put you out to pasture. Before, I was the sole business person that was complementing the technologist that was Rand Fishkin. Rand is now the CEO, he has full reigns of the business, but there's only one strange relationship in business, and that's mother and son. You can't be a mommy's boy as a CEO so it was time for me to step way, way back. We have a COO here, we've got a CMO here, we've got a CPO, all of those C level executive places have now been filled and all of the things that I used to do, these eight and nine and ten hats, they're being worn by 10 and 12 and 14 people. If I was still doing all of them we would still be a tiny company. So it's important to seed the company, to let it grow and to let it expand. For me now, my job is to run around the world and make sure people say SEOmoz instead of SEO and so far so good, it's pretty cool. I get to be paid for this, what an extraordinary adventure. For me this balance of life and work and so on, it's fulfilling on so many levels. I'm, as I said, the most fortunate person in the world. Lucy: I noticed when we were researching for this interview that you have given lots and lots of keynotes and talks so you must be quite successful in your evangelist role. Gillian: Yes, I'd say so. I have somewhat of a reputation under SEO mom myself, if you will, under Gillian Muessig but I usually say, I don't go anywhere in the world, SEOmoz goes, it shows up in my body. Yes, I do a lot of keynote speaking, I do a lot of pro bono work and I support a tremendous number of entrepreneurs around the world and it's very gratifying. Lucy: Thank you very much for doing that. You've done so much with your career so far. I am suspicious that there's more to come so why don't you tell us a little bit about what's next for you. Gillian: Probably a book, a number of people are telling me it's time to do that so I have to knuckle down and do that but I think that's just in support of, if you will, a personal brand. I think the next thing, when I grow up, what do I want to be? The next thing that I will do is around entrepreneurship itself. I'm focusing more and more on it over the years. I have a serious interest in what you're doing essentially, in making sure that young women somewhere between the ages of 12 and 20 don't lose themselves and their souls in just societal expectations and norms, but do turn to the hard sciences, to technology, to science, to mathematics, to physics, all of those kinds of things and certainly to web related or intellectual property related fields. All of those things are terribly exciting. Women make very good mangers. They have traditionally not been part of it and I think whatever I do in the future will be helping to open the doors so that women can enter the marketplace in their rightful numbers if you will. We spend a tremendous amount of time in my childhood and youth as women working on those issues. It was the age feminism, it was the age of all of those kinds of rebellions and so on. We worked really, really hard guys but, gosh, we've got a long ways to go so rather than apologizing for the next generation, I think my next deal will be helping that next generation reach goals that we have only dreamed of. Lucy: Thank you for doing that and thank you for all of your hard work for entrepreneurship, in general. We'll look forward to staying in touch, it was great fun talking to you and I want to remind listeners that they can find this interview at w3w3.com and also ncwit.org. Larry: You betcha. Gillian: Thank you, it's been a great pleasure. If I have only one message for the young women listening, it's do it. Don't fear it, just do it. There's lots of women out there ready to extend a helping hand in making sure that you're successful, too. Lucy. Thank you. Larry: You betcha. Lucy: We really appreciate that. Larry: Thank you. Series: Entrepreneurial HeroesInterviewee: Gillian MuessigInterview Summary: Gillian Muessig, aka "SEOMom," is the President and Co-Founder of SEOmoz, providers of the world's most popular search marketing applications. SEOmoz.org serves a community of 300,000 search marketers around the world. Release Date: May 9, 2011Interview Subject: Gillian MuessigInterviewer(s): Lucy Sanders, Larry NelsonDuration: 31:22

Audio File:  Download MP3Transcript: An Interview with Bettina Hein Founder and CEO, Pixability Date: March 7, 2011 NCWIT Entrepreneurial Heroes: Interview with Bettina Hein [music] Kennedy: Hi, this is Lee Kennedy, board member for the National Center for Women in Information Technology, or NCWIT. I am also CEO of Bolder Search. This is part of a series of interviews that we are having with fabulous entrepreneurs, women who have started IT companies in a variety of sectors, all of whom just have terrific stories to tell us about being entrepreneurs. With me is Larry Nelson from w3w3.com. Hi Larry. Larry Nelson: Oh, hi. I am really excited to be here. Once again, this is going to be a fantastic interview with a number of high powered women who have really been examples of super entrepreneurship. Lee: Wonderful. You want to tell us just a little bit about w3w3. Larry: Well, we have been doing it for 12 years. We are an Internet‑based business radio show. We host everything and archive everything. We have over 17,000 pages on our website and they are all business interviews. We are excited about that. Lee: Wonderful. Well, today we are interviewing Bettina Hein who is the founder and CEO of Pixability. Pixability helps small and medium sized businesses increase sales by using video. Bettina is a repeat entrepreneur based in Cambridge, Massachusetts. Prior to Pixability, Bettina cofounded Swiss based SVOX AG in 2001 and led the venture‑backed speech software company to profitability. Then in 1996, Patina was the initiator of START, an organization that advances entrepreneurship among college students. She is also the founder of SheEOs, and that's a network for female CEOs and founders of growth companies. So Bettina, welcome. Bettina Hein: Thank you very much for having me. Lee: Well, we'd love to hear a little bit about Pixability before we jump into some questions we have for you. Bettina: Well, you said it correctly. We help companies and non‑profits create and promote themselves via online video. We help you create a great video by for example sending you a flip camera and you shoot the video. We spruce it up and then we have software that publishes that video all over the Internet and search engine optimizes. We are really the experts for video marketing. Lee: Wonderful. Larry: Oh I love it. Lee: We are just going to jump into things here. We'd love to hear how you first got into technology. Bettina: I've been in tech all of my career. I guess it started a little bit earlier than that. I started with computers and programming in Logo when I was in fourth grade on an Apple IIe way back when I went to college for business administration and did finance. But I was always in love with technology and would spend lots of time with all the guys in the windowless rooms with the computers. When I got out of grad school, I had offers from investment banks and consultancies and all of that. But I really wanted to be in tech. I took my fourth grade book where I had written down these Logo programs, written them out, so I took them to talk with the founders of tech companies. I became involved in SVOX my first company which is a speech technology software company based in Zurich, Switzerland and became a cofounder there. I've been in tech and an entrepreneur all of my career, basically straight out of grad school. Lee: Well, and the other question I had is what today you think is really cool, what technologies do you just love to play with? Bettina: Well, you should really play with Google Translate because that has my SVOX [indecipherable 00:03:56] and the company SVOX's technology. There is a speech technology that is pretty cool. But apart from that, the obvious thing video. There is a lot of things happening around video and into active video and video on mobile phones. That ties in with all the things that are happening in the mobile space. I really think that there are lots of things happening that are relevant for businesses in mobile and that again ties in to the social web, social media. As a geek on the side I am also really interested in things like Amazon's Mechanical Turk, because that sort of shows the human computing interface. Probably you saw what was on Jeopardy last week was IBM's Watson. I am really fascinated on how humans and AI that interface there. But that's something that's a little bit further out for commercialization, actually. Larry: With your experiences now, what is it about entrepreneurship that makes you tick, and why did you become an entrepreneur. Bettina: I didn't know any better. All of my four grandparents are actually entrepreneurs. My grandmothers as well as my grandfathers were entrepreneurs in their own right, and my parents as well. They are professionals and nobody in my family ever had a nine‑to‑five job. I didn't really know what that meant. I heard that you have this career thing and you go to an office and you come back at night. But I never experienced that from home. I didn't really know what that meant. For me it didn't seem like a far reach to become an entrepreneur. Also, I love creating something from nothing. It's really so wonderful if you do it with an organization or if you do it with a company, that you have this idea in your head that you want to create something that helps fosters entrepreneurship in college students. What I did was START. Or you want to make speech technology an everyday then people use, and you have this idea and you work really, really hard. It's extremely hard, but it comes alive when you create all these jobs. My last company has over 120 people. My husband is also an entrepreneur. Together we have created over 500 jobs. I am really, really proud that I figured out by hard work how to take something and turn it into an entity that provides a livelihood for so many people. Lee: Boy, that's so cool. This question is a lead on to that. Who influenced you or supported you to take the career path you have? Do you have any role models or mentors? Bettina: Well, my family, definitely. My grandfather grew a company. He was a coal miner and when he was 15 he went into the coal mine and was under the earth. It was a really back breaking hard job. Over the years, he found ways to make money in other ways. He ended up having a wholesale Coop providing hundreds of millions of tons coal to the big energy producers, electricity producers. He was retired by then, but he would always tell me how he did that. How he used his knowledge, when he was 15, to do all of that. He would do math problems with me on this and tell me about how he negotiated across the table and that he always was really faster in his head. They couldn't pull out a calculator as fast as he could do the math, so we would work on that. Up to about five years ago, I had mostly male mentors because I haven't seen any women doing what I was doing. As a female entrepreneur in technology, in Europe there were hardly anybody to look up to. But then I moved from Zurich, Switzerland to here to Cambridge Massachusetts. I found that well there are these people I can look up to that can be a mentor. You interviewed Gail Goodman the founder of Constant Contact, or the founder of the Zipcar, Robin Chase. People like Beth Marcus who sold her fifth company. People have done this here before. I now feel like I am living in Disneyland in a way because I have so many people that support me. I am trying to give it back with SheEOs group that I created to foster more female entrepreneurship. Larry: That's terrific. By the way Lucy Sanders always likes us to ask this tough question. What is the toughest thing that you had to do in your career? Bettina: So I started my first company when I was 27. This was in 2001. So it was post dotcom boom. But there was still money around and a little bit of hype around. But that very quickly evaporated. But, we were able to raise money and we hired people and that was going pretty well. Then we just did not make any of our goals. It was terrible because I, the young person, had promised the world to all these people. We hired over 20 people. I had to fire half of them at a certain point, together with my co‑founders. That was really, really, really hard to do that. In Europe, it's also harder to fire people. You don't fire them and they leave that day. You have to keep them on for three months. You have to continue to paying their salaries so, that was really, really hard. It made me very prudent about over hiring and making sure I meet my goals before I promise people too much. Lee: Yeah, I think we've heard from a good majority of the people we have interviewed that having to lay off people or fire people is not easy. Larry: Yeah, Bettina, you're absolutely right about in Europe. My wife and I have owned a number of companies in Europe. We had some of those similar experiences. Bettina: Yeah, you have to look people in the eye for three months and say, "I failed you." Every single day they look at you while they're searching for new jobs, but they still work for you. I didn't feel so hot. Lee: If you were to think back of all the things you learned through growing businesses and having the networking, the CEO, what would you advise a young person about entrepreneurship if they were sitting with you there today? Bettina: That's one of the things I really love doing. I really love helping other people make their dreams come true. I typically tell them anybody can be an entrepreneur. I tell them that "You can do it." There are three things I tell them that they need. The first one is naivete. If you knew what was going to hit you during the course of building your company, you would not start. [laughter] Larry: You're right. Bettina: You should really, really start young and go at it. That doesn't mean to be unprepared, right? That means, you have to do your research. You have to look for a good market. But, if you knew too much, you would not be able to be an innovator. Naivete is the first thing. The second thing I tell them they need to have is chutzpah. Do you guys know what that means? Lee: Yes. Larry: Yeah, we do, but why don't you explain it to our listeners. [laughter] Bettina: Yeah. I always usually ask them. It means being audacious, putting yourself out there. You really have to own it and say, "Yes, I am convinced I can do this and I can solve your problem." Let me give you an example. When we started SVOX, we were a small company, but we had the chutzpah to go to Mercedes Benz and say, "We have the solution for your flagship product, the S Class and we want it." We didn't know at the time how we'd be able to deliver. I mean, we had a plan, but we couldn't the next day have delivered. But, they gave us an order for this, and that made the company. Chutzpah means putting yourself out there. It doesn't mean winging it. You have to do your homework and be prepared to deliver. But, you have to also say, "I know I can do this for you. Trust me on this." Then the third thing is perseverance. You have to have the willpower to see it through. Because It's hard. It's very hard and you're going to want to quit. Often. You have to see it through. But, that doesn't mean being stubborn. You do have to take cues from your environment and pivot and change your business model and evolve it. Just as I said my toughest experience was firing all those people. Well we didn't give up. We laid off all those people because we said, "OK, with the cash that we have and where we need to go, this is how we can get to growing the company." Since then, the company has grown more than 10X. But, we knew we had to see this through. If you have those three things, I think any young person can make it in an entrepreneurship. Larry: Wow. You have hit on a number of different things that you've done, and so on, but let me just see if we can narrow this down. What are personal characteristics that have given you the advantage of being an entrepreneur? Bettina: Well, first of all as I said before that not know any better, the family background, definitely. Also, if you statically look at it, what makes people more inclined to be entrepreneurs, is if they have role models in their family to do that. But, just personally, I have a dogged determination to succeed, to make things happen. I think that's really the most important thing that people say to me. I feel that motivates the people that I find to work for me most is that people can serve me all kinds of punches and I will get back up, get back on the horse and just continue on. Obviously, that's my strategy and learning from those punches, but I will do that. I think my team also [indecipherable 00:14:46] the energy through hard times to keep going. Lee: With all the startups and things that you've done, how do you bring balance into your life, between personal and professional? Bettina: It all melds into one, in a way. I just don't believe in this myth that you can completely separate your personal and your professional life. I think that's just not true. I do think that you have to have some little bit of distance. I try not to work on Saturdays. That's what I try not to do. I also advocate that people take time off and I do that myself. It's very hard to do that, but being from Europe, a lot of vacation there is mandated by law. What I always try to train everybody in the company to tag team it. We're experimenting this year with a vacation policy that says you get two weeks off a year, or you get four weeks off a year, if you take two weeks at a time. You have your pick. You can either get four weeks, or two weeks. But, of you want to take off time, don't piecemeal it a day here or a day here. You have to take two weeks off. The reason for that is, that I want people to do their jobs and document them so well that other people can take over their jobs for two weeks while they're gone and they don't have to worry. I try to do that with myself. I really try not to be a bottleneck for decisions or for things that are happening in the company. For me, I think, it's very hard to do. But, I am really working hard on it. Right now, I am getting ready to have my first baby so I am really working very hard in order to be able to take four weeks off of maternity leave and trying to get everybody transferring enough responsibility so I can go do that. It's a big challenge, but I absolutely believe if you fail at that, then your company will collapse like a house of cards if you leave. That means you didn't build a good organization. Larry: Bettina, you're right on. My wife and I, who are in business together, we have five kids, so we have some empathy for what you're talking about. Bettina: I'm glad, yes. It's going to be a challenge. I know that. Larry: Besides your new baby, you've already achieved a great deal. What's next for you? Bettina: Well, I think there's lots more out there. I think I am 10 years into my apprenticeship of being an entrepreneur. I think I'm constantly learning. I do have a dream of taking a company public one of these days, like Gail did with Constant Contact. Pixability we often sell ourselves to investors as, "What Constant Contact did for email marketing we're going do for video marketing." But, maybe being public these days isn't the most attractive thing anymore, but I do want to grow a company in a substantial way and into the thousands of employees. That's my dream that's still out there. Larry: I have a feeling you're going to do it too. Lee: That is a wonderful dream. Bettina: Thank you for that confidence. Lee: We thank you for interviewing with us today. For everybody out there listening, you can find these podcasts on W3W3.com and as well at ncwit.org. Please pass it along to a friend. Thank you Bettina. We've enjoyed having you today. Bettina: Thank you very much for inviting me. Larry: Thank you. [music] Series: Entrepreneurial HeroesInterviewee: Bettina HeinInterview Summary: Bettina Hein believes there's a recipe for successful entrepreneurship, and in this interview she shares it. Ingredients include chutzpah and persverance. Release Date: March 7, 2011Interview Subject: Bettina HeinInterviewer(s): Larry Nelson, Lee KennedyDuration: 18:34

Audio File:  Download MP3Transcript: An Interview with Sarah Allen CTO, Mightyverse Date: January 14, 2011 Interview with Sarah Allen [intro music] Lucy Sanders: Hi, this is Lucy Sanders. I'm the CEO of NCWIT, the National Center for Women in Information Technology. This is the next in a series of just great interviews with entrepreneurs who have started some really interesting companies and our interviewee today is no exception. With me is Larry Nelson from W3W3. Hi Larry. Larry Nelson: Hi, I'm happy to be here. This is an exciting series. Lucy: What's going on with W3W3? Larry: Well, we're interviewing all kinds of interesting people. Now, we don't interview only women, just so you know. Lucy: Oh, OK. Larry: Our interview not too long ago with Leonard Nimoy was fantastic. Lee Kennedy: You're such a bragger. [laughs] Larry: Yes. I couldn't help it. Lucy: Also with me is Lee Kennedy, who is a director of NCWIT and also a serial entrepreneur. Her latest company is Boulder Search. Welcome Lee. Lee: Thanks Lucy, always great to be here. Lucy: Today we're interesting a really busy, interesting person, Sarah Allen. She's currently the CTO and co-founder of Mightyverse. I went and played around at Mightyverse and you just must go. All the listeners must go to Mightyverse and play with it. I don't know, Sarah, if that's the right thing to say, play with it, or not, but I had great fun looking for languages and thinking about phrases. Basically what you've created at Mightyverse what you're calling a language marketplace. And you just don't see a pronunciation or hear a pronunciation, but you see people's faces actually saying it. It looks good on your mobile device. You can be anywhere and go figure out how the heck to say something. Sarah is primarily self-funding this company through some independent consulting work. And one other thing before we get to the interview, I wanted to say especially to our listeners who follow NCWIT and what we do, Sarah has started RailsBridge which is providing free workshops teaching Ruby on Rails aimed at women. Thank you for doing that Sarah and welcome. Sarah Allen: I'm very happy to be here. Lucy: Before we start, why don't you tell us a little bit about Mightyverse, over and above what I said, as a way of introduction? Sarah: Well, I think that it's fine to say that you played with it. I feel like playing is the best way to learn. We definitely want to create an engaging way to learn how to speak languages. And I'm really excited that we just released a collection of Hebrew phrases on the iPhone. So if you have an iPhone or an iPad you can go to the store and for 99 cents get a collection of Hebrew phrases. And we're really in a phase where we're market testing the mobile angle of Mightyverse. So you can see the full collection on the web but we're releasing a series of collections to get feedback from people about the mobile experience. Lucy: Well, people in the Bay area, I think you can show up and record your phrases and maybe even get a free lunch from Sarah? [laughter] Sarah: Absolutely. If anybody wants to come and record a phrase in their native language we'd be delighted to have you as our guest. Lucy: Sarah, you are quite a technologist, obviously you're a chief technology officer. But prior to your work at Mightyverse, you've worked in Shockwave and Flash and you were named one of the top 25 women on the web in 1998. So a very amazing technology career. How did you first get into technology? Sarah: Well, I started programming in Basic on an Apple II, back in the day when your computer would arrive with a manual that taught you Basic. I really taught myself from a book that shipped with the Apple at that day. And I got into it because my mom went into selling computers after being laid off from teaching in the public schools in the Boston area. And so, she brought an Apple II home and I taught myself. Larry: Wow. Lucy: Basic, I learned Basic in my high school math class. Lee: That's amazing. Had you done other kind of techie things before you jumped into that? Sarah: I think that that was the first really technical thing that I had done. I didn't see a big division between technical things and non- technical things. My dad had a philosophy where he would always teach both my brother and me everything that he did. He did handy stuff around the house and fixed cars. He taught us both math and different things. So I didn't really see that the computer was a really technical thing. I thought that building physical circuits was really technical and I thought that fixing cars was really technical. But I thought that it was just a toy. Lee: Yeah. Sarah: I knew it was a serious thing for my mom and for other people. I approached it as like this adventure, like "Oh, let's play with this thing." Lucy: Certainly from your position as a CTO, you're always assessing technologies and listeners are always curious to know which ones you see as being the most exciting. Sarah: Well, I think right now mobile is super exciting. But what's most exciting about mobile is the fact that we now have these huge data storage that we can access. We have cloud computing so that it's really easy to deploy services and to access data stores. We're starting to see a lot of easily interconnected web services. I think we're finally approaching what Tim Berners-Lee meant by the semantic web, this notion of having these services on the web that you can connect to and machines can connect to and make sense of. So, we're starting to be able to assemble fairly complex systems without building every piece ourselves. I think that's really exciting. Lucy: So it's clear how you got into technology. How did you get into being an entrepreneur? Sarah: Well I feel like I kind of stumbled into entrepreneurship because all through college I was a teaching assistant at this one class. And these two guys who TA'd with me and then we were head TAs. And we did a number of projects together, coding together. And they both hooked up with another friend of theirs and they decided to start a company. So this happened about six months before I graduated because I graduated in the middle of the year. So I did as like "Well, my friends are starting this company. I'll work there for the summer." And kind of fell into it because I got wrapped up in what we were doing and ended up really being a co-founder of that company. And that was CoSA, which was a company that created After Effects, which is now sold by Adobe. That really gave me the feel for what it meant to be involved in a startup company which otherwise I don't think I really would have understood how exciting that is and why I would have wanted to do it. Lucy: Tell us what it is about being an entrepreneur that you love so much. Sarah: Well, I really love creating things that don't exist and solving problems that either people don't see or they don't realize can be solved by today's technology. I think that's really exciting. The thing that convinced me to actually be a software developer, because I graduated from college... I graduated with a CS degree. But I didn't think I was going to be a software developer because I thought it was straightforward. I thought it was like doing crossword puzzles or Rubik's cubes. It's entertaining. But I didn't really take it seriously. I didn't see when I was in college the power of computing and how it can be applied to real world problems because everything seemed really obvious to me. So I figured anybody could do it. And then when I was working at CoSA, CoSA actually was a very small company. We also kept up tech support. And I remember somebody who was calling to ask me about a question who had bought our software said "I didn't think computers could do this." And I realized that I had a unique perspective that I never recognized before. Because of my experience, because of my skills, because of my unique world view, I can see things that I'm not the only person who sees. But the majority of the world doesn't and that's a real opportunity for me. That's kind of exciting. Larry: Boy, I'll say. Well you mentioned your parents. It was really neat how they had a way of helping steer you somewhat. But I want to talk about your career. Who are some of the people along the way that have supported your career, whether they be mentors or role models or whatever? Sarah: Early in my career I really struggled with not seeing women role models. That was really important to me. I felt a little isolated. I was often the only woman on my team. I did find men who were great role models. Harry Chesley, who created the Shockwave team and hired me at Macromedia, was the person I learned about the Internet from. He was the first person who I ever heard say that he wanted to work on open source. I asked him what he would want to do if he made it rich and could retire early and he said he would want to write software for free. And I thought that was really bizarre and now I understand what that means. Lucy: Yeah. Sarah: And my friend David Simons who I started CoSA with who still works on After Effects at Adobe. He's really always inspired me because he stays true to himself. He always respected me. And he always saw, I think even before I saw things in myself he saw them in me, in terms of what I could do. Our collaboration showed me how we could work together. And those kinds of relationships were really inspiring. It may sound clich�, but my husband has been incredibly supportive, I think another person who will see in me things before I recognize them myself. Having his support in picking through these career choices is super, super important. But after a while I started to get frustrated that I didn't have women ahead of me. I started to feel that maybe I didn't belong. Maybe this wasn't the career for me. Were some of the things happening that I didn't like because of my gender? I didn't know and I felt uncertain about that. I actually read this book about the 50 Nobel prize winners in math and science who are women. And I read an essay about Emmy Noether, who is a German mathematician who was actually the first woman to be paid to be a professor in Germany. But before that she did math because she loved doing math and she lectured under somebody else's name because she was so thrilled with the opportunity to talk to people about her ideas about math. She helped Einstein lay the mathematical foundation for his theories of relativity. Lucy: Wow. Sarah: She was just very excited to work with people who had respect for her so it didn't matter that she didn't get paid for it, that the rest of the world didn't acknowledge it because in her small circle, they all knew that Emmy was the person to go to when you had a math question. Then I looked around me and I saw that, OK, I have this group of guys who all respect me and we build great software. I was working on Flash video at the time, working with an amazing team. And I just felt like "Well, this is what I love to do. Forget all of that nonsense. I'm just going to follow what I love and the rest will take care of itself." Lucy: Well, that's a great story. I think, too, some of the work you're doing with Ruby on Rails giving women the confidence and skill set to get out there and to start contributing in a space is really going to also add role models. Sarah: It is my hope. Lucy: And thank you for doing that. So, we are going to turn now, away from technology and mentoring into sort of the dark side of the career. [laughs] And asking about the toughest thing you ever had to do so far in your career. Sarah: This is actually the hardest question. I am thinking about this interview. There isn't one thing. The hardest thing is really making decisions like the hardest thing for me, it may sound a little tried, is just making priorities, making decisions. I used to feel that they were right answers, and that if there were some negative consequence to a decision I made that then I have made the wrong answer. And what I come to realize is that every decision comes with risks and if am deciding am I going to do A or B or C, each thing has potentially negative consequences. And to make a decision with your eyes open and to say "OK I am going to do this and there might be some fallout and I might do it anyhow." I feel like I make those decisions 20 times a day running a company. I make new significant technical decisions for my neighbors who make strategic decisions, who make those life decisions. Should I be spending this much time on my career instead of my family? It's not really that kind of either/or but all the little decisions add up and they have consequences both good and bad. So, I think that's the hardest thing. Lucy : Well and sometimes, too, I think. You think if you don't do anything. There is no risk with doing nothing and not making decision, whereas in fact, right? Larry: Yeah. Sarah: That's the biggest risk. Lucy: That's the biggest risk of all. Sarah: I mean I think that, I probably instead of the most wide spread computer software that I've ever developed was Shockwaves where I wrote... Even though there were only four engineers in the project. I wrote a significant amount of code. I was involved with many, many releases of it. I don't think I got any real risk in developing that. I never did anything that I wasn't sure what's going to work. I really like the civilization in the late 90s. I have never really taken real risks in my career, and so later I started to try to take risks. I was able to do much more impressive things because they didn't know it worked the first time. But if you make a decision, you try to do something knowing that it might not work and litigate that. You can lay a path. You can set expectations that you are experimenting and then you are able to do things that are much more clear. Lucy: And that brings us to the next question when you think back about all the things you have done in your career, whether it's working with technologies, making decisions or what to do. If you are kind of sum it all that and give advice to somebody that's looking to get in to being an entrepreneur, what advice would you give them? Sarah: I have couple of pieces of advices. The number one piece of advice is to pick the people you work with first, it's more important than the project, the technology anything else. It's that you are working with great people that you respect for, that you can learn from, that they have respect for you and that you are going to have a great working environment. When I went to college, I would say pick your college class by the professor not by the subject. I feel that's completely true for your working environment. So if you think it's an amazing job but you are not sure about the people or an "OK" job with amazing people, take the OK job with amazing people because the amazing people will turn it into an amazing job. It's more likely your project is going to change than the people change. So, that's the first thing which I think is really important Lucy: And that's great advice. Larry: Yeah, you got it. Lucy: Very true. Sarah: The second thing is to really find your passion. Find the things that makes you tick, find the things that you love. What is the thing that you can do just forever and never get bored of? And that's what you should be doing. It can be very, as a young person, I didn't know what that was. But when I found it and I didn't recognize that when I found it that I kept following it. What's this thing that I am into? I would pick things. It felt like I was making career choices on a lark. But I would just follow my gut instinct about this. This feel is exciting to me and then in retrospect, I could see a pattern, but it was seven or eight years before I saw a pattern. But I was following what is it that drives me? What is that excites me and that lead me to where I am today. Larry: Very good, great advice. What are your personal characteristics that have given you the advantage of being the entrepreneur? Sarah: It's kind of a hard question because I feel like I'm such a different person than I was when I started being an entrepreneur and I feel that the things that made me successful now, they feel like there are very different things that made me successful then. But I think the common thread that runs through it is that it's creative work. At least this is my angle at it. In college, I got two degrees. One in computer science and the other in visual arts. I am at studio art. There are two things that I learned. One was in being creative, sometimes that blank canvass if you want enemy. You need edit the paper. You need to pour your creativity into and creativity is work, like creating that structure for yourself. Creating the path, getting yourself into the creative mindset is working at a discipline. The other thing is being able to receive and give in an affective critique. One of the things that you learned in Art 101 or whatever they called it is we did lots of drawings. Everybody would put their art in the wall and you were supposed to critique it. I would come and I would look at a drawing. It would be like Oh, my God. I can't believe that person just turn that in. [laughter] Sarah: And if you would say, the composition of the little jumbo but this quality of line really speaks to me. I like the gracefulness of that line and I learned to pick out the parts of a drawing that were really wonderful and disregard the thing that didn't turn out OK. And that made me not only be able to communicate more effectively but more importantly, see things that I otherwise wouldn't see. I think those skills lead me to be able to interact with people and hone my own skills in a way that to give me an advantage of an entrepreneur. Lucy: I think that's great. Was that your picture that she said about Larry? Larry: Maybe. Lucy: Maybe just a little? Sarah: I would never say. Lucy: No, never say. Larry: Thank you. Thank you. Lucy: No, never say but I just thought that was wonderful. Just to say it. Now, Sarah, you mentioned in your earlier question around decision making about is it the right time for me to be spending this time away from my family and working so much in my career? And so, get us to our next question about bringing balance to your personal and professional lives. Any advice you would like to give the listeners about that? Sarah: First off, I'm probably the worst person to give advice about work right now. Lucy: Go ahead. Yeah? Sarah: I do have a family. I love my family. I wish I could spend more time with them which is ironic because it obviously not a big enough wish to overcome my drive to do other things in my life. And so, in that way you have to have some kind of balance. You have to figure out how you are going to make peace with all of these things that you want in your life. I was very influenced by a woman. I don't know her name who gave a talk at Grace Hopper Celebration of Women Computing. I think it is 1997. Right around that time, I was either pregnant or about to be and it was that talk about having children and having a technical career in. For the first time I heard somebody who actually said that she thought that having a career in technology was an advantage for being a mother. I was expecting to hear all about compromise. But she said it was an advantage and she went through a lot of ways that it really helped her relation with her son. And, what she said was, "You can have it all, just not all at once." Lucy: That's a good way to put it. Sarah: That's what I try to do at my best. That when I am home with my family, I am there with them. Like I'm most successful when I can make time to do what I am doing and really do it fully and then decide that "OK, this is time I am not going to spend with my family. I'm going to spend it on other thing and really spend it at that. If you can do that successfully then I think you can have really great balance. But it is really challenging. But it is incredibly rewarding when it does work. Lucy: Sarah, we've really enjoyed talking to you. Just feels like you've got this Zen about you. So, tell us what's next for you? Sarah: Well, a lot of things. I am really excited about RailsBridge becoming self sustaining. I read a great book "The Starfish and The Spider." Its subtitle is the "Unstoppable Power of Leaderless Organizations" I'm taking a bunch of lesson on that book in trying to create, help create or empower this group of volunteers and create structure around it so that it can just... The workshops can be self sustaining and don't need me as a leader. Or don't need any leader and they can just work by themselves. It's really exciting that's starting to happen. Also, I'm working to have my consulting company with this grown up around me. It started with just a way to fund my product development ideas but that also started to become a self sustaining company. And then, that will really liberate me to focus on my neighbors. I am really excited to spend more time writing code, spend time figuring out the hard problems around language or even better yet, figuring out the easy problems that are going to be most rewarding first. It's such a vast problem space but there are also so many things that don't require a lot of technology. I am excited about a problem which is as much a human problem as it is a problem for technology. Larry: Excellent. Lucy: Well, we are going to stay tuned, that's for sure. Larry: Yeah. Lucy: Well, thanks very much Sarah. It was great talking to you. I want to remind listeners where they can find these interviews at w3w3w3.com and ncwit.org. Larry: We are really looking forward to it. We are going to follow you, Sarah. Sarah: Great, you can follow me on Twitter at my hacker identity. It's all sorts.com. Like the dinosaur. Lee: OK. Cool. We will be there. Lucy: Thank you so much. Sarah: All right. Series: Entrepreneurial HeroesInterviewee: Sarah AllenInterview Summary: Sarah Allen is a serial innovator with a history of developing leading-edge products, such as After Effects, Shockwave, Flash video, and OpenLaszlo. She has a habit of recognizing great and timely ideas, finding talented teams, and creating compelling software. Release Date: January 14, 2011Interview Subject: Sarah AllenInterviewer(s): Lucy Sanders, Larry Nelson, Lee KennedyDuration: 23:55

Audio File:  Download MP3Transcript: An Interview with Leila Boujnane CEO, Idee, Inc. Date: January 4, 2011 Interview with Leila Boujnane Lee Kennedy: Hi, this is Lee Kennedy. I'm the CEO of Boulder Search, and a board member for NCWIT, the National Center for Women & Information Technology. This is part of a series of interviews that we're having with just fabulous entrepreneurs. These are women who have started IT companies in a variety of sectors, and all who have just fabulous stories to tell us about being entrepreneurs. With me today is Larry Nelson, from W3W3.com. Hey Larry. How are you? Larry Nelson: Oh, I'm magnificent. I'm excited about this interview. This whole series has been just terrific. We get all kinds of people from the entrepreneurs to the executives, and many young people who are looking into getting into this kind of business. Lee: Great. Today we're interviewing Leila Boujnane, the CEO of Idee. That's French for "idea." Hi Leila. Welcome. Leila Boujnane: Hello. Hello. Lee: Now did I get your last name right? Leila: That is correct. Leila Boujnane. It's too many Ns, but yes, that is correct. Lee: Great. Idee's goal is to make images searchable. Idee develops advanced image identification and visual search software. The technology looks at patterns and pixels of images and videos to make each image or frame searchable by color, similarity, or exact duplicates. Did I get that pretty close? Leila: That is very close. That's pretty much exactly what we do. Everything that we do is based on actually looking at what we call an asset. That could be an image or a video. But we'll look at it differently. Instead of looking at a text file or looking at a keyword, or looking at what describes that image, we actually look at what makes that image, so all the pixels that are actually making that image or the frame in a video that you're looking at. Lee: That is so interesting. Larry: That really is. Lee: Tell us a little bit about what happening at Idee lately. Leila: Well, we launched, I would say, the world's most awesome reverse image search engine. I think it is still the largest reverse image search engine out there. It's called Pineye. So basically what you do is you give it an image and it indexes that image on the fly. By indexing, we mean it actually creates a unique fingerprint for that image based on what it sees in the image. Then it compares it to our image index, and it tells you in real time where that image is actually appearing on the web. Lee: Wow. Leila: It does that very seamlessly. If you've played with it, it's as simple as, drop your file here and get results there. It's doing that using image recognition, with a pretty, pretty large index. Our current image index, and these are the images that we've crawled from the web and indexed, is actually close to two billion. We haven't gotten to two billion, but it's very, very close. Lee: Wow. Larry: That's with a B? Leila: Yes... Larry: Wow. Leila: ...With a B, with a big B. Upper-case B. It's been a really, really exciting undertaking for us, because it really brought what we call image recognition-based search to everyone. Anyone that is used to actually going online and searching for an image has been doing that using keywords. When you have this in your head and you say, "Where did this appear?" or, "Who created this?" or, "Where can I get more of this image than I already have?" There wasn't really a mechanism to do that. This was a very good way to actually put image recognition out there and have it solve problems daily for people. Larry: Wow, that's fantastic. One of the questions, of course, that Lucy Sanders likes us to always ask is, how did you first get into technology? If I could couple that with another question, is, what technologies, in addition to the wonderful things you're doing, that you think are real cool? Leila: Well, how I got into technology was completely by accident. I tell people all the time, you can't underestimate the power of luck or accidents, or just what makes you do something when it's not really what you planned. If you had told me more than a decade ago that I would be in technology, I would have just looked at you and laughed and said you didn't know what you were talking about. Lee: Wow. Leila: Because I actually was in med school studying medicine, in Bordeaux, in France, to become a doctor. Lee: Oh my gosh. Leila: I was curious about technology and computers and so on, but I was more of a science-mathematics mind rather than an actual engineering or software type of person. Much to the dismay of my family and parents, I decided that medicine was not for me. I just completely out of the blue stopped my studies and decided to take a year off to figure out what was it that I was really going to be doing, after having grown up... I thought my entire life that when I grew up, I want to be a doctor. I actually never questioned that. Nothing besides medicine ever entered my mind. But when I was studying it, I just realized that it just was not for me. When I took a year off, I actually moved from France to Canada, and completely by accident, met a group of individuals who were starting a software company here in Toronto. They were looking at an addition to their team. I turned out to be a good fit. I just decided to try it and see what happens. If I like it, then that's great. I just needed a bit of a change. After that, I've actually never looked back. I'm amazed that I didn't do that early on in my life. But it was really, really completely accidental. Lee: That's a very cool story. Larry: Yeah. Leila: And scary at the same time, because if you think about how one decides what to do and what career to enter, like this was a fluke. If I hadn't met the individuals that started Algorithmics in Toronto, and if I wasn't talking about being interested in exploring other things, this really would not have happened. Perhaps it would have happened later, but it wouldn't have happened the way most people enter technology or move into working in software. Larry: Yes. What technologies outside of what you're doing do you think are cool today? Leila: You know, it's a bit funny to be asked that question, because in the field that I'm in, I'm in search. I always think all technologies are awesome. Everything that I see out there, you look at it and you think, "Oh my God, this is exciting, it's going to change A, B, or C." But I'm very focused on search. When I look at what I find really, really exciting that's outside of search, I have a tendency to look at any type of technology that allows us humans to analyze really, really, really large sets of information. Like, anything that allows us to visualize that. If you were able to get access to, I don't know, all the war, conflicts in the entire world for the past hundred years. If you had that kind of information, what tool could you use to visualize it? Tools for visualizing information, and also any type of tool that actually allows us to stay in touch and communicate better. When I think about that, and I think, tools like Twitter. But it's not the only thing. But I just think that communications and tools that facilitate communications are really, really transformational tools, for all kinds of purposes, whether it's a mobile device that allows you to sell goods or to stay in touch with family or to book an appointment or confirm something, those are pretty transformational technologies. At least, when I look outside of search, that's what I see. Lee: I totally agree. It seems like with the ubiquitous use of cell phones that all have cameras, it's amazing what's going to images. People are taking pictures of coupons and the little scan codes... Leila: Of everything. Lee: Yeah. Leila: Absolutely everything. Lee: It's really exciting. Leila: Yeah, we find that exciting and strange at the same time. But the reality is that our brains are actually wired to work with images. An image has far more impact on us than a word. If you look at an image and you see something in that, the impact of it is far greater than a word that's displayed to you. If I put a word in front of you and it says "famine" and I show you a photograph, they have very, very distinct and separate impacts. Larry: It is worth a thousand words. Lee: Yeah. Leila: Just about, I think, yes. I think there is some truth to that, that's true. Lee: Leila, I'm curious. You went from your plan to be a doctor, scientist mode, to a technologist. But why are you an entrepreneur? What is it about entrepreneurship that really excites you, makes you tick? Leila: Well, that's something that I've always had. Like from the day I was born, I think, much to the dismay of my mom, I had this thing where I really wanted to do things on my own. I wanted to set my pace. I wanted to do things in particular ways. I didn't want to have anyone else dictate how this should be done, even if the way they are asking for something to be done is actually the correct way to do it. But I have this thing about wanting to figure things out on my own and then set a pace and then run to that pace. That was always there. Even when I was in med school, it was there, which was also a bit of a challenge in that kind of environment. For me, that was very, very critical. So when I started working in a software company and I realized that that's a fantastic environment, or technology is actually a fantastic industry for that, it just confirmed exactly what I always had, which was the desire to do something by myself and build the road and travel on that road. That's always been there. I didn't find it surprising when it materialized into building a firm, but it just took longer to get there. Larry: After you get into the technology part, Leila, who are some of the people that maybe influenced you, supported you in your career path? Sometimes the word "mentors" is used. Leila: Well, for me, it's a bit different, because as I said, I accidentally fell into technology. But once I was there, I figured that this is really something that I'm very, very interested in, so I wasn't really looking so much for encouragement or someone to facilitate that entry. It was pretty much like, roll up your sleeves and figure out what you need to get done, and figure out how to do it. Learn and learn as much as possible. Stay curious about what's happening around you and ask questions. But I couldn't really have done anything that I'm doing today if it wasn't for one single thing, and that to me has been very critical my entire life. That was really, really my mom's desire to make sure, and I'm not sure it's a desire, but the way she brought us up. It was this philosophy of, it didn't matter what you wanted to do. You just go ahead and do it. You might succeed, you might fail. But you shouldn't be questioning, "Can I do this? Will I be good at doing it?" It was like, today I call it overconfidence-building, because it went beyond just making sure that your children have the confidence to undertake or try anything. It was more about, don't let anything stop you from doing something. Actually, don't even ask what that could be. Just go and do it. And that was critical. That was very important. If I were to say, what can be encouraged or what people should have more of in their lives, it would be that. It would be really someone who completely encourages them to try pretty much anything that they want to try, and figure out the other pieces afterwards. There are, of course, a lot of people that you look at and then you think, "My goodness, these people are incredible." You really admire them. Like for me for example, Cheryl Sandburg, the CEO of Facebook. She would be a hero. She would be in my book somebody that I really admire. I'm sure everyone is familiar with, Takushi, who started as a biomedical engineer, but became, at least for me, because I was in the medical field, somebody who actually transformed the batteries used in defibrillators. In the time, and even today, to me, that was just fantastic. That was just incredible. Not necessarily individuals that I related to my field, but just people whose work I admire and who have accomplished so much. Lee Kennedy: Wow. The takeaways I get is your mother basically gave you the confidence and courage that you could do anything. Then you're inspired by some of these other women that have just done really, really exciting things with their career. That's great. Leila: My goodness, yes. You look at what they have accomplished and you just think, "wow. How can they have done all of that in such a limited time? That's so brilliant!" Lee: Every time I do one of these interviews with Larry and Lucy, I get so excited and motivated. I leave that day just feeling like I could conquer the world. Thank you. Well, speaking of all that exciting stuff, I guess on the flip side of the coin, what's been the toughest thing you've had to do in your career so far? Leila: Well, that would have been early in my career. When I started Idee, we actually didn't start as a pure software company. We did a lot of consulting work. We took on a lot of clients that had nothing to do, necessarily, with the world of image search and search technologies overall. That's simply because the company was not VC- backed. It was completely organic. Profits and revenues actually built the company, not outside financing. But at the time, we were taking on a tremendous number of consulting projects, and a tremendous number of new outside clients, a little bit away from our field. There were, generally, I think, great revenues, but it was going to, how do you say that, just keep us from releasing search products because we would be busy solving problems for customers, which was great at generating revenues, but not really working on search problems. I have to say that one of the toughest decisions was to sit down and simply say that we can no longer do that. We are not going to do that. We are going to bite the bullet and restructure the firm to move from a service company to an actual product company. When we did that, it was my decision as well to lay off a number of people that just didn't fit the vision of where the company needed to go. I have to say, reflecting back, that was one of the hardest decisions I had to make. Larry: I'll say. Now if you were sitting down right now, across the table, across the desk, with a young person who is thinking about becoming an entrepreneur, what advice would you give them? Leila: Well, I would say, don't do what I have done, which is sometimes, try to figure things as you are trying to solve a problem. Like, something I have lacked in the beginning of my career was looking at how other people have done things and learning from that. That's something that I've become much better at doing with our board, so figuring out, what is it that I'm good at, and what is it that I'm lacking? Is what I'm lacking something that I can learn, or is it something that I can get by talking to a number of people that have done that, and have done it very, very, very well. It's doing a little bit of an assessment early on, as you decide to become an entrepreneur and to build the company, just figure out what are the few things that you need to do better or learn, and figure out where to get that, and not wait until you are actually battling something to know or to figure out and reach out and try to get that expertise. That would be one thing. The second thing I would say, and I see that happening a lot, don't wait until tomorrow to start something. Lee: That's great advice. It's always easy to think, "Oh, I'll get to that." Leila: Yeah, exactly. Or you know what, this is a really great idea. Let me think about it a little bit longer. Then before you know it, a whole year has gone. Just do it. Lee: Well, along that same vein, you had spoken earlier about how you've always felt this entrepreneurial spirit. What would you say are the personal characteristics you have that have given you an advantage as an entrepreneur? Leila: I think about it as a great characteristic to have. Other people might think about it as something that's pretty awful. It's just one of these things. It's just like, giving up, to be honest, is just absolutely not part of my DNA. It's not part of my vocabulary. It's just like, it's not there. Lee: That's probably the most important thing, because being an entrepreneur, you face so many roadblocks. Yeah, that's awesome. Leila: But sometimes you have to, and I still haven't learned that. I'm sure I need another 10 years. Sometimes you have to stand down and then just give up because something is not going to work. But I have to say, the one saving grace is just exactly that, like, no desire to give up. It's not part of my makeup or who I am. It doesn't even exist. Larry: Yeah, I'm going to have to look up the word "give up" in the dictionary. I don't know what it means either. Leila: There you go, exactly. That's what I should be saying. Exactly. Larry: All right, Leila, I have to ask this. With all the things that you're doing and working on and starting up, how do you do bring balance in your personal and professional lives? Leila: Oh my goodness, Larry. You guys had to ask that question. I don't. I have to be honest. I don't. I don't even try. I know things will fall apart when they do. Then I'll deal with that then. I don't even try. Lee: Well, good for you. You sound like you know yourself. Leila: Exactly. I just like my life, and I know this. I'm a workaholic. My life is very chaotic. It's very fast. It's at times a bit disorganized. At times it's difficult for other people to deal, because I have a lot of balls in the air, and that doesn't change. But I would be lying if I actually said that I look at trying to introduce balance in my life or figure out how to lead a balanced life, because it's just not my personality. I look at things that I'm interested in, and I'm interested in doing them, and I just do them. If it ends up being too much, then I adjust as I'm doing things. But yeah, it's probably something I will have to learn. Lee: Well, good for you. So far it sounds like it's worked. Larry: You bet. If we have a class on that, we'll let you know. Leila: Awesome, yes. I'll attend. Lee: Well, last question we have for you. You've achieved so much in your career. What do you see as next? What's down the road for you? Leila: Well, I'm not very good at looking at the future and predicting, thank God, actually, what may or may not happen. But I know one thing. I will speak again from a business point of view and from what I'm doing currently that is work-related, because that's a very, very big focus. We're just in the very, very early days of search. Everyone has spent the last decade typing keywords into a field to basically get search results. That is actually being enhanced by image searching, by mobile searching, by augmented reality. We are just getting better and better tools to find the needle in the haystack. For me, at least when I think about it, from a research perspective and a software development perspective, these are incredibly early days. My work's not done. I could be working on this for the next couple of decades. This is not really something that I would consider as, "Hey, achieved check mark, and let's move on to something else." It is really the early days of that. Short answer, I'm looking forward to more of the same. Larry: We're going to follow you, too. Leila: That would be great. Lee: That's great. Larry: You betcha. Leila, I want to thank you for joining us today. You listeners out there, pass this interview along to others that you know would be interested. They can listen to it at w3w3.com, and ncwit.org 24-7. Download it as a podcast and we'll have it on the blog also. Leila: I will, absolutely. Thank you so much for having me. Larry: Thank you. Lee: Thank you, Leila. [music] Series: Entrepreneurial HeroesInterviewee: Leila BoujnaneInterview Summary: A decade ago Leila Boujnane was in medical school in France, studying to become a doctor. If you'd told her then that she would be involved with technology, she would have laughed and would have said you didn't know what you were talking about. Release Date: January 4, 2011Interview Subject: Leila BoujnaneInterviewer(s): Larry Nelson, Lee KennedyDuration: 21:50

Audio File:  Download MP3Transcript: An Interview with Asra Rasheed CEO, RRKidz Date: October 25, 2010 NCWIT Entrepreneurial Heroes [music] Lucy Sanders: Hi this is Lucy Sanders, the CEO of the National Center for Women in Information Technology or NCWIT. And this is another in a series of interviews that we're doing with women who have started IT companies. Just really fabulous entrepreneurs with lots and lots of great advice for people who are thinking about becoming entrepreneurs. With me is Larry Nelson from W3W3, hi Larry. Larry Nelson: I'm so happy to be here, this is a great series. Lucy: Well and W3W3 is a great partner and their podcasts are hosted on the NCWIT site as well as the W3W3 site. Also Lee Kennedy, serial entrepreneur and CEO and founder of Bolder Search, she's also an NCWIT Director. Welcome, Lee. Lee Kennedy: Thank you. It's great to be here. Larry: Yeah. Lucy: Well, so we've got a person that we're interviewing today that really likes to play and game around. OK. I mean this is great. I think we're going to have a fun time with her, her name is Asra Rasheed and she's the CEO of RRKidz. And RRKidz develops and publishes engaging and interactive content for today's digital kids. And she really has had a very accomplished career as an entrepreneur and you'd say this, she's a serial entrepreneur like you are, Lee, very successful. And she loves gaming. She's actively been engaged with the women in Gaming International, something that is near and dear to NCWIT's heart. So Asra, welcome. Asra Rasheed: Thank you. Thank you so much for having me today, it's a real pleasure to be here. Lucy: Well so tell us just a bit about RRKidz and what's going on, what's the latest. Asra: So RRKidz basically is a division of Burton-Wolfe Entertainment and Burton-Wolfe Entertainment was formed LeVar Burton. Some of you may know him from Star Trek, Jordie, and of course from Reading Rainbow. And Mark Wolfe is a producer who also worked on Terminator Three. So the two of them came together and they really thought that there was a need in the market for good quality fun learning experiences for kids and that's when they decided to launch RRKidz, January of this year. And I came on board as CEO of their company in April and RRKidz basically represents today's digital kids. We have an opportunity to educate this generation and future generations but what we see happening is that children now are spending less time in front of the television set and more time in front of devices such as their iPhone, online, and even their iPads believe it or not. So we're very excited to be able to bring explorative learning experience for kids but also more important, we want this to be the right place for parents and educators as well. Lucy: Well that sounds pretty exciting and maybe you'll be able to get William Shatner away from, what was it, Priceline? [laughter] Asra: Yes. Larry: And I interviewed Leonard Nemoy about three weeks ago, so. Lucy: Oh my gosh. Asra: Wonderful. Lucy: We're a Star Trek kind of crowd. Well Asra tell us a little bit about how you first got into technology. Asra: I have always had this fascination with technology. I'm a very creative entrepreneur. I love sort of drawing things and sketching things out and I became very fascinated with technology back in let's say 1999, 2000, when websites were sort of becoming the big thing. And I started exploring that market and I noticed there was a really big opportunity for companies, smaller companies and mid-size companies to sort of take advantage of the online space and they just really didn't know how to adopt the platform. And so I found that to be the sort of opportunity where I could help them design what they wanted to do but also bring in technology and tie the two together. And so in 2000, you know it was interesting, everyone was saying, "You have to be online, " and "Oh I just got this great website and I spent about fifty thousand dollars for it, " and I said, "Wow, you know that's an awful lot to be online." And what I did was I tapped into my resources offshore and created a development team which allowed us to bring costs down on developing websites. And so that was sort of my first entry into technology, certainly a learning experience for me. Lucy: Absolutely. Tapping into offshore development resources back then well, that was just starting to happen. Lee: And it certainly leads into our next question about being an entrepreneur and why you like being an entrepreneur. Because definitely tapping into offshore resources is pretty entrepreneurial. Asra: That's a good question. So, I always go back to saying that my entrepreneur spirit comes from my parents. Ever since we were kids, we all grow up in this home where both my mom and dad started their own companies and they're first generation immigrants here to the US. And I really admire them for what they did. They came here. They're educated here and they started two companies which were both very, very successful. So, my father would actually take me to his office every summer and I would have to sit there and take note on everything he did. He had a factory back then and that factory was based in Taiwan. So, that was sort of my first kind of exposure to offshore resources. I had a chance to get on to the assembly line, he manufactured for us lighting fixtures of all things. And even back then, I was trying to figure out how you could make that more exciting than just it being a light bulb. So, that was sort of my first entrepreneurial offshore experience. But in general, my mom as well, she started a company. She manufactured sil plants. She created silk flower arrangements and sold them to Price Club back then. So, I've always been surrounded by people who have been very entrepreneurial and they've also been risk takers which is sort of one of the things that you need to be when you are an entrepreneur. Lee: That is pretty interesting they're both sort of manufacturing companies. I'm just as a side note in Washington this week and there's a big discussion going on about building manufacturing capability again in this country really, really a big discussion. So, that is coming back around. Larry: Now, you mentioned your parents and the major influence that they have on you. Were there other people in your life that were very supportive and mentors along the way? Asra: Yeah, I have been very blessed to have such wonderful mentors along the way. It's been such an honor to work with some of the most successful people in my industry. And yes, I have several mentors. I actually have a group of mentors who I turn to anytime I have to make sort of a big decision professionally. One of them has been my old CEO at one of my companies. I Gotta Play, who has been my mentors for the last eight years and he has taught me so much of who I am today. And then of course, I've got different mentors. I think it is really important to have mentors who bring strengths in different areas. You developed that personal relationship over time. And you need to feel comfortable with them because you really need to be able to tap in to them when you are making decisions. And they shaped away I think. So, yeah, I've been very fortunate to be able to go to those mentors whether it is in technology, whether it is in production, whether I need help with and investment opportunity. I have a great sort of foundation, a platform of mentors that I love to access. Lee: I'm curious about you have a great set of mentors and you turn to them for advice. And I am just curious how you taken what you've learned from them and factored it in to how you mentor others today. Asra: Recently I have been mentor to a lot of women and women in games. And it's been quite satisfying, very fulfilling to me. I think what I have learned from my mentors is that I try to pass along is I want to be a good listener and I want to be able to be there. If they're good, challenging times. As an entrepreneur, we all know that we have our set of challenging moments and there are times where you need to be able to call upon your mentor and sort of say, hey, I'm going through this and it is frustrated and need your advice and direction on it. Something that I learned from my mentor is early on I was able to pick up the phone and be able to talk to them and discuss whether it is an opportunity or challenge, they were a little bit... I think the other thing off of that is you really need to be very transparent at your mentors. They are your friends to guide and you should be able to go to them with sort of anything that you'd like to talk to them about. That's important. A lot of times, anyone of these things that I learned was I was always fearful of sharing too much and I think that you should be open and be able to share whatever you can because that is where your goal is the most benefit. So their advice is their help. Lee: That's a really good point because sometimes the thing we're fearful of is the thing we need to figure out. You had just mentioned there were a number of tough things you had to do and some of them, you went to your mentors, what do you think has been the toughest thing you've had to do in your career? Asra: There has been some challenging moments in my career and I would say by far, you know, one of the things of an entrepreneur, you start of with this idea. And that idea comes from you questioning sort of, "What if this worked like that?" or "What if there was this?" And then that builds into an idea and then you say, "Well, you know, there's an opportunity here for me in terms of space." I do know one of the challenging thing for me has been a lot of times, you all start this as your baby and many times, you're just fearful of changing or shifting direction. And there are times that you just have to in order for your business to succeed. So you know, my biggest advice to entrepreneurs is, you have to know when it's time to make a change and there are some tough times out there. So, if there times where you have to downsize as much as you don't want to. I remember, there was a time, I had to downsize my staff at I Gotta Play and I would say that was the toughest thing for me to do. And more recently, I think you just need to be able to know when it's time to make a shift in your strategy, in your direction. I think a lot of time what happens is entrepreneurs will sort of hold on to what they started, and often times, that may not scale. You need to know when to make a change. So those are the challenging experiences and of course I've learned from them. Larry: Let me ask you a different kind of question. You've been a mentor, a mentee and a mentor, but in addition to that, if right now, if you're sitting across the table with someone who's exploring the possibility of becoming an entrepreneur, what advice would you give them? Asra: I would say to them, to be committed to what you're doing and be passionate about what you have embarked on. Those are the two things that are absolutely required of an entrepreneur, commitment and passion. You have to have to drive to get to the challenges, to benefit what the success that this will bring you. Not all days will be good. And the other thing that I would advise would be, you know, a lot of times I speak with entrepreneurs and they have this great idea that I would say, before you embark on the start up do your research, do your homework, make sure there is a clear market opportunity. I would also strategize, build out a road map, you need to be able to sort of sustain yourself through this time because it can be challenging but so rewarding. So, that's the advice that I would give, and be passionate about what you do. Really it's not just about the money, that will come, but really be passionate about what you're doing. Lee: You're clearly very wise in the advice that you give. Just curious, if you could tell us, other personal characteristics of yours that you may give you advantages as an entrepreneur. Asra: For personal characteristics, I would say that I am very driven. I would also say that as an entrepreneur and more so as a leader, you have to be balanced and that's very important. So particularly, when you're dealing with other people, you need to be able to articulate yourself very well, be able to communicate your message and it really is all about relationships. I think one of my personal characteristics is I have been able to build relationships, build a network. That network that you build is so valuable, and I always say that you can know everyone out there in your industry but unless and until you make use of your network, you're not leveraging it. And I think that's one of the things that has helped me as an entrepreneur greatly. Lucy: Well, one of the things we're always curious about being an entrepreneur, usually is a pretty crazy life in general and how do you find balance, how do you bring balance between your personal and professional life? Asra: You have to find time for yourself and that's one thing that I learned very quickly as an entrepreneur was I found myself in front my computer all the time, I found myself working all the time and at some point, you burn out. You do get burned out and that's when I realized that I needed to make a shift in my lifestyle and I needed to make a more conscious effort about balancing my life. So for other things that I enjoy doing. I enjoy doing activities outdoor. That helps me sort of stay away from all of my electronic devices and that's difficult to do in this day and age. I really make a conscious effort to spend time with my family. That's important. It is tough to bring balance as an entrepreneur. It is a challenge and you have to prioritize what is important to you and it is interesting. You want to be the best in everything you do. You want to be the best as far as family is concerned. You want to be the best Chief Executive Officer and just know that it's OK to not make it to every single event that your child is at. And I would say that I struggled with that at the beginning and then I said, OK. I'm going to take a step back and I am going to prioritize and try to balance sort of everything that is going on. OK, I'll put my family provides a lot of balance in my life. Lucy: Well, so you are in a new position now, CEO of RRKidz. You really have achieved a lot. This is a bit of an odd question for someone who is in a new CEO position but let's just see if you have any thoughts about what's next for you or if the RRKidz position is going to be enough for a while. Asra: Well, certainly the RRKidz position is going to be enough for quite some time. I am really excited about RRKidz. It is an opportunity for me to do something that I've been very passionate about which is taking technology today and applying good content, trying those together and delivering it to kids. So, I am extremely excited about the future with regards to RRKidz. Yeah, I do see myself being a mentor. That is something that has been very obviously satisfying and fulfilling. I also enjoy advising a lot of different companies and I see that in my future. The reason why I enjoyed it so much I once was working with start up launch entrepreneurs and having been able, having the opportunity to see all the different things that people are doing. There is so much going on out there and it's really just fascinating to me to see how many people sort of recognize these different market opportunities and then embarked on a start up. I would love to sort of become an adviser. I don't know when that is going to happen but certainly not right now as what I have at RRKidz. Lucy: Well, I have... I'm sure our listeners are going to be interested in the answer to this final question which is I am just tackling on. It is not on the list but I am going to ask it anyway. Give us a little bit about the women in games international work that you are involved with. What does the group do and what is on their horizon? Asra: Sure, so women in games have been around for several years. The game industry is predominantly, it has been men and it is an area when I started my game company which was an online video game rental service. I started it back in 2002. And I was probably one of maybe a handful of women in the industry and it's very, very intimidating. It has changed and it continuous to change was that the entry of casual games and social games. We see more women entering into the space. We see more women becoming readers and executives. And we as women in games are sure to represent those women and we are here to advocate the inclusion of women in the game industry. That is something women in games as an organization that has been something very near and dear to me because I will tell you that in my years in the game industry it was quite challenging to be a woman in a minority. So, that is sort of what we are doing with women in games. The organization has been growing. There are more women that reach out to us every single day asking how they can get involve. We have chapters across United States and in Canada. So, we are very excited about the future of women in games and really just being the stage for women to be recognized for all of the contributions they've made to the industry. Lucy: Awesome. Larry: Yeah, great. Lucy: Thank you so much for joining us. We really appreciate your taking time away from your busy schedule to talk to us today. And I want to remind or listeners that they can find this podcast at w3w3.com and NCWIT.org. Larry: And download it 24/7. Asra: Thank you. Larry: Thank you. Lucy: Bye. [music] Series: Entrepreneurial HeroesInterviewee: Asra RasheedInterview Summary: Asra Rasheed describes herself as a very "creative entrepreneur ... I like to draw and sketch things out." As the daughter of two entrepreneurial parents, she credits her success to her upbringing and being surrounded by people willing to take risks. Release Date: October 25, 2010Interview Subject: Asra RasheedInterviewer(s): Lucy Sanders, Larry Nelson, Lee KennedyDuration: 19:55

Audio File:  Download MP3Transcript: An Interview with Beth Marcus Former Founder and CTO, Zeemote Date: January 22, 2010 Entrepreneurial Heroes Interview with Beth Marcus [music] Lucy Sanders: Hi, this is Lucy Sanders, I'm the CEO of the National Center for Women in Information Technology or NC WIT, and this is another in our podcast series with women who have started IT companies, very successful women I might add... Larry Nelson: Boy, I'll say. Lucy: ...that have started IT companies. With me Larry Nelson from W3W3.com. Hi Larry. Larry: Hi, I'm really happy to be here. This is going to be an exciting interview. Lucy: Well, and these interviews have been very well received at W3W3. Why don't you tell us a little bit about that. Larry: Well we host a special channel, "Heroes for NC WIT, " and we get a tremendous amount of traffic from, everything from small business owners to C level, high level executives from enterprise size companies and it's very interesting and the thing that we like about it so much it's really helping support a push for more young girls to get into IT. Lucy: Well, very good. Well, you know this interview is going to be no exception to our great interview series. Today we're talking with Beth Marcus, who is the CEO, the founding CEO of Playsmart, a new venture for her, she's a serial entrepreneur. She's founded a number of companies including Exos which she sold to Microsoft on the middle of nineteen nineties. And she is, I think easily one of the most technical people we've spoken to in this interview series with a history at MIT, and a PhD and patents and very, very impressive technical entrepreneur. Welcome Beth. Beth Marcus: Thank you. Lovely to be here chatting with you. Lucy: Well we are really interested first to find out a little bit about Playsmart, your new venture. And we understand it is really geared towards having safe environments for children on the Internet. Can you tell us more about it? Beth: Sure. It's a complete media solution for kids, ages one to eight. It allows them to be entertained, educated, connected to other family members around the world and allows the parents to control what's happening with the kids' interaction with those environments and make it totally safe. No commercials are passed to the kids. Once they get into the Playsmart system which can run on any PC or netbook they can't get out of it accidentally or otherwise and they can't get to any content or interaction that their parents don't pre-approve. Lucy: That's pretty interesting. Larry: Boy I'll say. I've got seven grandchildren, I'm happy to hear that. Beth: In fact, one of the features that some of our investors are interested in is Skyping to grandchildren that you can do through Playsmart. All you do is click on a picture of your grandparent and it makes the call for you. Lucy: Oh, that is really cool, you know. My mother's on Skype too and you know she, I mean I actually think the other end could use some help with that, you know? Larry: Yes, I agree. Beth: Yeah. Lucy: I mean she loves Skype. Beth: My daughter is how I got involved in this. I do a lot of advising of other start up CEO's and I thought I was going to be taking a break from being a CEO and just help a bunch of other people, and an entrepreneur came to me and said, you know, "Let me show you what I've got, " and it was for kids and I have a five year old. So I said, "Susie, let's play with this thing, " and she said, "Oh, this is so cool." You know and her interaction with it is what convinced me to get involved with the company and become a CEO. Lucy: You know, we've had a couple of people we've interviewed whose children have helped them form the idea for their next venture or at least encouraged them to get involved. That's really interesting. So Beth give our listeners a sense of how you first got into technology. I mean you have a very extensive technical background as I mentioned before. What first interested you in technology? Beth: A million years ago when I was in school I liked science and math and I played around with computers. And I'm probably going to give away my age, but wrote programs in Basic that ran on paper tape into a terminal. Lucy: I did that too. So don't feel bad. Beth: And then, I ended up going to MIT because they had a lot of interesting science and math. And what got me into more core technology was freshman year at MIT they have a seminar series that you do, typically in January and I took aluminum bicycle frame building because I loved bikes and I thought that would be cool. I had never seen a machine shop, I didn't know what welding was. I had never done any of the stuff and through that seminar I got fascinated by making stuff and ended up being in mechanical engineering. Lucy: Well and we noticed you were judge for First Robotics which I think further extend... Beth: Ten years, which is a lot of fun. Lucy: Yeah, you're love of making things. Larry and I both judge as well with First, so it's a great program. So what technologies do you look out there today across the technical space? What technologies do you find really cool and interesting today? Beth: Of course the last company I was in was the mobile space so I think the evolution of mobile devices into computers that you carry around with you is very interesting. I mean, when I started Zeemote in 2005, when I said, "These are the computers you're going to carry with you 24/7" the potential investors looked at me like I was from Mars. Larry: Yeah. Beth: And now people do. Lucy: They certainly do and in fact the number of people are looking at mobile devices as a real tool to help third world developing countries as well. Larry: Awesome. Beth: Well, they don't have land lines. Lucy: Exactly. Beth: And even though we have them, a lot of people don't use them anymore. Larry: Yeah, let me kind of switch gears here for a second. Two part related questions. One is, why are you an entrepreneur? And what is it about entrepreneurship that makes you tick? Beth: Well, I think it's a challenge. The first company I started, I remember we had built some high end controllers, exoskeleton controllers for robots in space for NASA and other people. And I got this idea that we ought to be able to take this technology and make it into a consumer product. And I was giving a talk at a Virtual Reality Conference and somebody from a not to be named defunct computer company said, "Well if you can't spend two hundred and fifty thousand dollars on a reality engine you shouldn't be doing VR." And I said, "We're going to do it on PC's and we're going to make a hundred dollar joystick and everyone's going to use them but they're not going to know that it's VR." And that sort of a challenge where somebody says, "Oh you can't do that." [laughter] Or even sometimes why would somebody want that. And then you put it in front of them and they go, "Oh wow. That makes my life easier"or "That makes my health better." You know. That exciting to me. Lucy: It's a very incredibly important point I think, you know, maybe I'll just digress a moment and say that you know there's always this tug of war in any corporation big or small between the business side and the technical side and often I think the business side can't necessarily see the power of technology until a technologist puts it in front of him. And... Beth: That's why I advise all the companies that I get involved with to get those prototypes built as quickly as possible with as little money as possible and get it into the hands of the end users. Because there's where you're going to find out are you smoking something and convincing yourself there's a market or does somebody really care about this. Lucy: Absolutely. Beth: And you learn so much that most entrepreneurs will tell you that the thing that they thought they were starting their company on is not the one they made money on. And it's the ones who iterate and spend time with the consumer whether they're a consumer or a corporate customer or whatever kind of customer, the ones that spend the time and listen to the customer are the ones that figure it out and succeed. Lucy: That is a really important point and I think, looking forward, we may have to ask you again a month from now but you know we do a Toolbox series as well and I think that it would be great to hear your advice for entrepreneurs because that advice around prototyping is excellent. Beth: I was going to be writing a book this year. Lucy: [laughs] Now you are running a company. Beth: Company...My God. I spent some time on it this summer capturing things like that and interviewing other entrepreneurs and then I said, "OK, I got to put this aside until I do this center and I'll come back again." Lucy: I think it will be fabulous because of your technical background. I'm sure you'd have some really valuable insights there. Beth: And I am a published poet. So... Right in the way that is intelligible to the rest of the world. Larry: So now there is a third interview. Lucy: A third... [laughs] Larry: A poetry. Lucy: Yeah. You are really digging yourself into a hole. So, along the lines of entrepreneurship, we found that many entrepreneurs can point to a particular person or a group of people who influence them or help them along their way as an entrepreneur. Who are your role models and how do they influence you? Beth: I think the first person who got me the sort of excitement at making stuff work was this professor in MIT Woody Flowers who was involved in the First Robotics Company. Lucy: Absolutely, I have seen him. I have never met him. Beth: But he was an early mentor of mine and I became a judge for this mechanical engineering design contest while I was still a student. And then that's sort of got me excited about the excitement of innovating and trying new things and testing your ideas. And then when I went to start my first company, I joined the MIT enterprise forum and there were a number of people there who I had no idea even what a business plan was. And I was going to write one to raise money. So I listened to other people talk about their businesses and I got some of those people to help me write my first business plan. And then later on, a man named Don Spero started a company called Fusion Systems down in the DC area that successfully flowed against the Japanese and the patent area. Kind of taught me about intellectual property and the value of it and also mentored me generally because of his long experience in running companies. And then when I was running Exos and I realized that I was out of my debts from a management point of view. I hired a guy named [indecipherable 10:03] to come in and run my company. And he became a mentor of mine and he is still to this day a friend. So all along the way, I think the lesson for an entrepreneur is to talk to anybody you can everywhere about what you are doing and try and connect with them because you never know when you are going to stand next to the person who is going to get you a deal like I did when I was in a party in MIT. And I stand next to Bob Metcalf who introduced me to the Logitech guys that told me what product to build for an Exos to get an exit. Or whether I am going to hire somebody who turns out to be my mentor and teach me about business that leaves the exit in the company. Larry: Wow. Beth, let me ask this question. First of all, you just mentioned about you are going to write a book this year but now you are running a company instead. It took me three years to write a book that I just had published called Mastering Change. So I just want to let you know that you can do that too. Beth: Yeah but I have a five year old and a puppy. Larry: Yeah, I got you. [laughs] Beth: So I said my daughter is most important, my business is second most important and the rest will just have to wait. Larry: There you go. I agree with that. Lucy: Although I could throw little barb in here and say Larry is a five year old but... [Larry clears his throat] Go ahead Larry I was... Beth: Anything about relationship in any of that. So? Lucy: [laughs] Larry: I have been married for 40 years. What are you going to do? Beth: Adolescence. I am not married so... If any of your listeners want to apply for the job, I take resumes. Larry: We make a little commission on this... Lucy: Yeah... [mumbles] Larry: Yeah. Speaking of all that stuff, what is the toughest thing that you ever had to do in your career? Beth: I think the first time I had to fire people was probably the worst moment because at Exos we started out as a medical company and we grew to a million and a half in revenues selling orthopedic rehab devices using our technology. And we realized we probably sold all the units that whatever be sold because we were teaching people how to turn on the computer not have a measure motions and force in patients. They didn't care about that. They use a plastic protractor and so we figured that out and we had to restart the company, went from 32 people down to about eight in one day. Lucy: That's tough. Beth: And I believe that I had helped outplace...anybody who wanted to be outplaced in great jobs elsewhere, and I am friends with some of the people who left the company at that point for years. And some of my hired again into other companies. I feel good about it. I remember at the end I closed my door and I just cried because these were my friends. Lucy: We hear that a lot from entrepreneurs. I think that is a very tough thing to...not just let people go but it is theirs loss and also downsizing the company and restarting it. That is all tough stuff. Beth: Yeah. Perhaps to tell you that I learned in that experience that if I had done it sooner, everybody would have been happier. Both the people who did not fit the business we are getting into and the investors and everybody would have done better. So, my advice to entrepreneurs is don't be afraid to hire but don't be afraid to fire the person who is the wrong person for the job. You are not doing them or you any favors by keeping them around if they are not working. Larry: Yeah. Lucy: It is the truth. We have learned that lesson unfortunately in the Telecom downsizing. Well that's great advice and it gets us to our next question about advice for young people about entrepreneurship and you have given us some perils already. And I wander around online and I found some presentation you made about naming your company. What I found was pretty interesting. Beth: That is a new one. [laughs] I give that to an MIT class because I am still on the faculty there. So occasionally faculty members will call me up and ask me to come, give lecture to their class and the senior mechanical engineering design class didn't have a clue how to name their product. So I came and I gave a lecture. Lucy: That's good. I can't wait for your book. And so, what kind of advice would you give to budding entrepreneurs that you haven't already told us? Beth: I think the most important thing that I talk to any entrepreneur that I coached from day one is why are you doing this? What are your personal goals? What are your financial goals? How does that fit with your family? And if you evaluate that first and write it down and keep it in front of you and then say, is what I am doing today serving my goals, the company's goals and my family's goals? And when those things start to not match, that is when you get into trouble. And if you don't bother to figure it out first, then you don't have a road map because I made this mistake. I ran a company called Glow Dog which was a failure. It was a failure because we were just about break even and about a million plus in revenue and our Christmas shipments were on the water on 911. We had just grown to the size where we need to manufacture in China instead of the United States in order to compete and they were in the container on the ocean and they could not get in the United States so there was no Christmas. And we had to sell the assets and fold the company because I didn't feel like there was going to be a return on investment if I brought in more capital. But what I didn't think about when I started that company was what was the right size for this business and did that kind of a business match what I personally wanted to do? It was just interesting. People loved the product. They were reflective coating for people and pets. And you walking your dog at night, you don't get run over, right? Well, it turned out our customers were fashion stores in Tokyo who liked the logo I designed. I didn't even know it was reflective and it was a 33% margin business in an industry that is not very protectable and that I had no expertise in. What was I doing, doing this business? So, I raised a bunch of money to make a big play, before I realized that this really was a brand company, not a technology company. I raised the right amount of money for a technology company to get launched, but it turned out technology didn't matter, and to make a brand like Tommy Hilfiger or Ralph Lauren, you need tens of millions of dollars. Lucy: Absolutely. Beth: ... and you need expertise, which I didn't have. So, if I had understood my own personal goals and what kind of a work environment I wanted, and what the end game looked like at the beginning, I probably wouldn't have made those mistakes. Because Glow Dog could have been a very profitable, between $2 and $10 million dollar clothing company and pet product company, if that was its goal. It wouldn't have raised as much money. It wouldn't have spent as much money, and it might still be around today. Larry: You obviously didn't know all your life that you were going to become an entrepreneur and since we're... Beth: I thought I was going to be an academic. Larry: There you go, see... Lucy: Well, you're that too, so there you go. Larry: A little change. Beth: So, I'm an academic. I play at academia. [laughter] Beth: I actually have on one occasion taken money from MIT to teach a class, and I realized that it was not for me. Because along with taking the money, comes a lot of faculty meetings and policies and procedures, and entrepreneurs don't really love those things. What's good about a company that's under 25 people is you don't need a huge amount of that stuff to be successful. Larry: Right. Beth: Some people are really good at structure and organization and detail, and that's not me. Larry: Not you, no. Well, then, what were the characteristics that made you really become a successful entrepreneur? We want to reach out this way, because we have many young people and employers and parents, who want to know what secrets they should look at when it comes to entrepreneurism. Beth: Certainly, like anything else it can be taught, and it can be learned over time. So, if you want to be an entrepreneur and you don't really understand what it is, go get a job or an internship with an entrepreneurial firm and get to know that person who started the company and watch them. Do it a couple of times. You'll learn whether it suits you or not. But in terms of what I think gives me an advantage; first of all, unbridled optimism to the point of stupidity at times. [laughter] Larry: I love it! Beth: You know, "You can't do that! You can't do that!" "Sure I can! Sure I can!" You know there is a limit, you beat your head against the wall a few times and you walk away, but hammering on and being tenacious at getting your objective. If it doesn't happen the way you think, you think of a second way. If it doesn't happen that way, you think of a third way. Maybe you don't end up accomplishing what you set out to do, but in the course of trying to accomplish it, you figure out where the real value is. So, it's a combination of being tenacious, and also being aware and being willing to change, and willing to take advantage of what God, the world, whatever, has presented to you in terms of opportunity. So, if you're trying to build widget A, and nobody wants widget A, but in order to make widget A, you had to make a fixture. And it turns out loads of people want that fixture, well go sell a fixture. Don't keep trying to sell a widget that nobody wants. Lucy: Exactly. I like that, 'unbridled optimism on the verge of stupidity.' I am just going to have to remember that one. Larry: I was looking in a mirror when you said that, yes. Beth: Also, you have to be able to learn from everybody around you. Lucy: That's totally right. Beth: Willing to talk about what you do in a pleasant way, not obnoxious, but to anyone who will listen. Because you never know where you're going to learn something, or who's going to have, "Gee. I know the guy who started that company that you want to have buy your company" or "Gee. I had a company like that, and we made this mistake" and so you can learn to avoid that mistake. Lucy: Absolutely. Beth: Or somebody you want to hire. And don't be afraid to hire people who know a lot more than you do. Lucy: Totally. Beth: It's a matter of risk right. If you're an investor, and I've done some investing as well, you look at what's the total risk package for this business. And anything, absolutely anything you can do to reduce the risk is a good thing. And so the more experience you have that's relative to the business you're in, even if you don't know it yourself or understand it. It's going to reduce that risk. Lucy: Well and that's great advice I think. It's all pointing towards another interview I think Larry. Beth: You could have me talking for days. Lucy: I know. No, no ...I've got all kinds of plans for you know now. So you've already mentioned to us that you are a published poet and we know you're a judge for many years with First Robotics. What else are you doing to bring balance into your professional and personal lives? Beth: Well, I mean it's a struggle. I mean I'm a single mom, so there is no such thing as balance in my life. But, I do things like, I've got a calendar I just printed out this morning because I wasn't sticking to my exercise routine. And just like my daughter gets stars for reading books and she turns it in at school every month. I'm going to have her help me put stars on my calendar for my exercise. Lucy: Oh, that's nice. Beth: And I have family dinner night, where I cut off work early usually on Fridays, so that I can cook a meal. And we can sit down and eat together because it doesn't happen that often. And when I was growing up that was something that was somewhat absent and I wanted my daughter to have that, and I wanted me to have that too. Because, there is this idea that, when I was in the beginning of my entrepreneurial career, I obsessed about the business 24/7 and drove myself nuts. You know, I hardly slept, and that's not the best way to be productive. As I've gotten older, I work smarter. And so I do everything that I can do to make every minute of my time incredibly effective. If I'm having a bad day and I'm not productive. I'm not going to hammer my head against the computer or the telephone, which is where most of my work happens. I'll go and do something nice for myself for an hour. You know, call a friend, go have a coffee, or do an errand I need for my home. Go do some food shopping and come back. And then I'm refreshed and renewed. I listen to books on tape at night as I'm falling asleep so that I can't think about business at night. I love novels and I love fiction. So that for me blocks out my ability to think business. Lucy: That's a great idea. Larry: Yeah, it really is, wow. You know Beth, you have achieved so much in so many different ways. Going back to your first company that you ended up selling to Microsoft and all the other Wins and that challenges along the way. You've achieved a lot what's up for you next? Beth: I would like to have a huge exit in Playsmart. So if anybody is listening who wants to buy a company like that, that's the goal. To build this to where there is enormous excitement about the product and many, many families are using it. And then get a bigger company with huge resources behind it. And then I'll be happy to step back, finish my book and invest and advise in others. Lucy: Wow, and we would love to see you write that book. Larry: Boy, I'll say. Lucy: That would be I mean great, great advice here and we thank you for taking time to talk to us. I want to remind those who are listening to this interview that they can find it at W3W3.com. Larry: That's right and we'll have it up also on our blog as well as our podcast directory so you can download it 24/7. Lucy: Well, I'm pleased to pass it... Beth: And if there are there any moms of kids interested in Playsmart. That's at Playsmart send me an email, I'll make sure you find out about a product when it's out this summer. Lucy: Absolutely, and we'll have that as well in the bio up on the site. So everybody can find it when they come to download the podcast. Very good, well thank you very much. Larry: Thank you. [music] Series: Entrepreneurial HeroesInterviewee: Beth MarcusInterview Summary: Beth Marcus has been Founder and CEO of several successful startups, most notably EXOS, Inc., which was venture-backed and sold to Microsoft in 1996. Since then she has been involved in 14 start-ups in a variety of fields as a founder, investor, or advisor. Release Date: January 22, 2010Interview Subject: Beth MarcusInterviewer(s): Lucy Sanders, Larry NelsonDuration: 24:00

Audio File:  Download MP3Transcript: An Interview with Emily Olson Co-founder, Foodzie Date: June 29, 2009 Emily Olson: Foodzie [music] Lucy Sanders: Hi, this is Lucy Sanders. I am the CEO of National Center for Women and Information Technology, or NCWIT, and this is one of an ongoing series of interviews that we're doing with women who have started IT companies. We've got an especially exciting one today for all of you people who like to eat. Larry Nelson: Yeah. Lucy: And for people who like to create food, and people who like to eat. With me is Lee Kennedy who is the CEO and founder of Boulder Search, herself a serial entrepreneur and also a board member of NCWIT. And also, Larry Nelson, CEO of W3W3. Is that what you call yourself? Larry: Yeah, well, I call myself all kinds of things, but I'll take that. Lucy: CEO of W3W3. Hi, Larry. How are you? Larry: Oh, absolutely magnificent. I'm really excited about this, and as you said before, Brad and David Cohen are very proud of her. In a little conversation that I had with David Cohen about a month ago, I said, "Wow, they're doing so well". He said, "Well, you know, if you really think of it. They've got the natural product, the natural thing, and they're just tapping into the IT". So, they're very proud of you. Lucy: Today we're talking with Emily Olson. The reason why we're all so proud of Emily is that she's a TechStars alum, and her people who have listened to our Entrepreneurial Toolbox new series, they'll know from the interview with David Cohen all about TechStars. It's a wonderful program here in Boulder to help budding entrepreneurs. Emily is the co-founder of Foodzie. It's an online marketplace here you can discover and buy food directly from all kinds of passionate food producers and growers. Listeners will be very eager to know that Emily just got back from Seattle where - I read in her blog - she looked at all kinds of great food at Pike Street Market and all those other places that you like to go when you are in Seattle. Emily and her co-founders were chosen by "Business Week" as three of the most promising young entrepreneurs in tech for 2009. Larry: Wow. Lee Kennedy: That's exciting. Lucy: So, welcome, Emily. Emily Olson: Thanks, thanks. I'm glad to be here. Lucy: First, tell us, before we get into our questions about entrepreneurship, what's going on at Foodzie? Emily: Well, there's a lot of exciting things going on. We've been growing a bunch, in particular our producer base, and just getting more and more sellers on board who share their products. But more specifically, right now a lot of people want to find what's local to them and we have more filters for them because that's something that we're working on right now as far as things that we're building. And yeah, improving the way both with the tools that help our producers to sell and help people to find specifically what they're looking for so we can improve the site. Lucy: Well, and I hear you've got great customer service at Foodzie, really. Emily: We try, yeah. Lucy: Really taking care of customers, and I think Brad mentioned that you are always bribing people with chocolate over at TechStars. Lee: I remember that. Emily: I usually joke that that's how we got in. We brought some sea salt caramels and LUCA chocolate out of North Carolina. We brought those with us, and sort of, now it's the expectation that wherever we go we do bring food. So, yeah, they got to know us well and we got to feed everybody there at TechStars. Lucy: Well, that's wonderful. Let's just get right to our entrepreneurship questions. We could talk about Foodzie all day. It's just kind of making me hungry. Emily: That would be my world. Larry: I was going to warn the listeners. When you go to the Foodzie website, you will get hungry. Lucy: Oh, it's just beautiful. So, Emily, why don't you give a bit of history about how you got into technology, and how you came to start a technology company? What technologies are cool, et cetera? Emily: OK, so I was actually - I still am - in the food business, and that's where I found something that I was really passionate about. I was working for a specialty food retailer called The Fresh Market based on the East Coast, and I worked directly with the buyers there in helping to source products. And I also manage their e-commerce there. I just saw a disconnect, basically, the small producers who were trying to get into these stores. It was really hard for them because they often had limited distribution. They didn't have the margins built in and they couldn't make their way into these brick-and-mortar stores. What I really liked about technology and what the Internet provides was more of an open platform where you have unlimited shelf space, and you have all these opportunities to have more of these producers without the barriers and limitations you have of a brick-and-mortar store. And you also have the opportunity with video and a lot of the social media that we have going on to actually connect with these producers and get to know them better which we don't have the opportunity to do when there is just packaging sitting on the shelf. That's what got me the most excited about what I was doing, that I was passionate about, was using technology to make it better. Lucy: So you use technology to tell the stories of the producers in addition to showing what they're selling. Emily: Absolutely, yeah. So not only are we using technology, we're trying to make it easy for them to get on with a store, sell their products to a wider audience, but also to share their story which -- if you go to a farmer's market and you actually get to meet the person that makes the food, that's kind of what is the object behind a lot of these products, getting that story. I think we have the ability and the technology to replicate that as closely as possible. So, yeah, those are the things that got me really excited. Lucy: So, Emily, we're always curious why entrepreneurs become entrepreneurs. So, tell us a little bit about why entrepreneurship makes you tick and just what it is that you love about it. Emily: Well, initially it starts by being a problem that you want to solve and realizing that you are going to need to go and solve it yourself. I actually think that's where it was for me, while I saw I wasn't going to be able to do it, it turns out that it didn't exist and you have to create something. I think someone who is willing to take a risk and who likes creating, who likes building, who likes all of that, I think leads you into entrepreneurship. At least that's how it happened for me. Lucy: And do you find yourself continuing to take that role at Foodzie as looking for the new challenges that need to be solved? Emily: I think new challenges are presented every day. I think, yeah, absolutely, and I think what's really exciting when you mentioned customer service. We have a very close relationship with all of the producers that sell on our site, and we try to have a very close relationship with customers that buy. If you listen to them and you discover you what their needs are, then you can iterate and develop the product to their needs. I think that's the most exciting thing as an entrepreneur, that you can guide it and you can make those decisions to change something. With a small team you can make it happen pretty fast. So, I think that's something that gets really - I don't know - exciting to be able to say, "Hey, I want to do this," and just do it. Oftentimes in bigger companies, and when you're not an entrepreneur you can't quickly make those choices. So that's what has been a lot of fun for me. Larry: Wow, that's fantastic. You know, we've interviewed now dozens of wonderful women in the NCWIT Hero Series, and you certainly are one of the youngest. I can't help but ask this. Who influenced you the most? Who supported you, or did you have mentors or advisors? Emily: Well, I think early on when I was in high school I had a very strong mentor who was actually a chemistry teacher of mine, but he sort of just instilled in me that I could do anything that I want. And I think I took that with me through and into my career. And so I definitely had that foundation early on. As far as taking a risk, I think it's having the right support around you. My co-founders, Rob and Nik, knowing that you have the right team to start with when you go into business is huge. It allows you to overcome the initial roadblocks and obstacles that often stop people who have a great idea to actually follow through with it. So I think that was a huge thing for me early on, and then when we got to TechStars we had some incredible mentors that took us from the IP stage all the way, to whether it was working on price strategy or how we were going to market it or wanting it on an open platform or a closed platform and all of those questions we went through. We had just mentors who had been through it who built their businesses and could offer us really good advice and that took us, I think, several steps ahead of where we would have been on our own. Lucy: Well, and you know, your answer really points again to the critical role of the encouragement in young people's lives that teachers have, especially in high school and college, that the can give you that confidence to believe in yourself, no matter what you're working on. It's incredibly important the number of stories we've heard about math teachers or chemistry teachers or anybody else really making sure that you had confidence. So turning now to something that may be a little less positive, we like to ask people the challenges that they've had so far in their career and what the one toughest thing you had to do so far in your career. What might that be? Emily: One? [laughs] Larry: Oh, yeah, yeah. Lucy: Only one. Larry: We don't have two hours. [laughter] Emily: The hardest thing, I think, for me actually has been to find people to come on board that are just as passionate as you are as far as the entrepreneur and founder of a company. I think you take that for granted when you are an employee and you are excited. Now, running a business it's totally different, and I think finding those people... We've been really fortunate. We have two employees working now for Foodzie. One of them came to us and said that, "I want to be a Foodzie," and had everything that we needed. And I wasn't even looking for, but came to us. We've been searching for some other people that we want to join the team, but it's been really, really hard. I think we care a lot about the culture we're building and making sure that people believe in it. And so I would say that has such a direct impact on the business that finding the right people has probably been the hardest thing that we had to do. Lucy: It is hard finding good people that have that same passion that you do about the company you started. So, Emily, you had mentioned earlier in the interview that you got some great coaching from a chemistry teacher. We are always curious, what kind of coaching you would give young people, people in high school, college, early 20s, about entrepreneurship, and what advice you'd give them as far as starting a company or weathering through a company? Emily: I think that I had mentioned before about having the right team around you. I think that's absolutely critical, and I think oftentimes people get discouraged on an idea that seems really exciting to start. Then it often becomes "I can't do it" because you're missing pieces that can get you through that. And so I definitely think that above all else when you have a great idea, think about how you can round out your team. I think two to three founders to develop is the right number. It was three for us, and I think it was, perhaps, the perfect number because we rounded out the technology and marketing business side. So that's one thing. Surround yourself with the right team. But also find what you're really passionate about and make sure that this idea that you have is something you want to spend every day, all day, every weekend, thinking about for the next couple of years because it is all-consuming. When the days are really hard and long, if you're passionate about it and you really love what you're doing, it's a little bit easier. I know that's something for me. This is the space that I am truly, truly passionate about, and that work/life balance. Sometimes I confuse the two. Is this work? Is this life? I don't know. It's the same. So I think that finding something that you're passionate about is really important. Sometimes, I think that overused when people often say like, "Well, what the heck am I passionate about? I don't know. Am I passionate about this?" For me, I found I was passionate about food in college because I was putting off my homework and everything else to cook and do all these things that were related to food. And so I think if you're trying to look for what you're passionate about or trying to see if this idea you are going after is something you're passionate about. See if it's the kind of thing you would want to do, if you didn't have to work at all and you just had to retire and someone was going to pay your way and you had free time to do whatever. Would you want to be doing that? I think that's an important thing to think about. I think it is just really important when you're starting a business. Larry: Emily, you mentioned working eight days a week or something like that. Emily: [laughter]. Somewhere around there. Lee: He must be worried that you're working. Larry: Right, right. I know. I guess we can associate with that. Isn't that right, Lee? Lee: I was going to say that as being a serial entrepreneur, you've got to love it because you are doing it all the time, morning, noon and night. And if you don't love it, it's just gets to be a drag. Larry: And now I'm going to ask for a real tough question. Lucy: Oh, good. We are ready for it [laughter]. Larry: With all these... Emily: I already got that one [laughter] Larry: Oh, well, listen to this one. With all that you were talking about, how do you bring balance into your personal and your professional lives? Emily: If you're doing what you're passionate about, I think that the line is often blurred. I feel like I can go and do something like go to a cooking event and go and learn how to make chocolate truffles and that was just purely enjoyment for me. But I can tie it back to a business in a way, like I can write a blog about it or whatever might be. So for me, that's been it, because the line is kind of blurred. But even though I am passionate about what I do, I do have to disconnect and just not be doing something not related to the business. And I think for me it's going out nature. I've been fortunate the few places we operate Foodzie are in Colorado and San Francisco, California. Both have amazing outdoors and places to go and explore. And so I get to go offline and go do those kind of things like hiking in San Francisco, sailing and things like that. And also, try to plan it into your schedule. I think I've set a couple of goals for myself outside of just getting into nature. I want to learn how to play the guitar. I want to learn more about the American history and I want to join a soccer league. And that's for the entire year, but I try to work a little bit of accomplishing those every couple of weeks, so that I make sure I do those things. Lucy: Very wise. Larry: Yes, I'll say. I like that answer. Lucy: Plus I want some chocolate truffles. [laughs] Emily: That made you guys hungry, huh? Lucy: You keep bringing out the subject on chocolate that just really outstanding. Well it's really fascinating to listen to everything that you're saying, especially about the history of Foodzie. I know you have a very bright future. So this next question, which is our final question is kind of hard to ask. But what's next for you? It's hard to know, because you're right in the very beginning you started a wonderful company. But perhaps you can speculate a bit with us about what's next. Emily: Well, I think what's next is definitely something related to Foodzie. We'll be doing this for a good while. And I think our big vision is to help small food producers across this country succeed and stay in business. And we've really only scratched the surface in doing that. So we really want to just become partners with these producers and help them build their business. I know that's sort of a vague answer, but we want to have a big impact. We want to be a part of a movement that changes the way people eat in this country. And we think we can be, and I think technology has a lot to do with that. That and connecting people, giving these people the tools they need and getting people become aware of what they're doing. So yeah, I think that's it. Lucy: That's awesome. Larry: Yeah. Emily that's not vague, that's wonderful. Lucy: It's an awesome mission, I just wanted to personally know how small a producer because I'm kind of a gardener. [laughter] Lucy. I have way too much food. I give it to all my neighbors. Larry: So your website is Foodzie.com. Emily: Yeah, Foodzie.com. Larry: Wonderful. Lucy: And everybody needs to go visit and eat. Emily: Check out the chocolate section and I'm sure you'll find something that'll get you to start salivating. It's a pretty dangerous category. Lucy: Well, thank you very much, Emily, for talking with us and I just want to remind listeners where they can find these podcasts. They can find it at our website, NCWIT.org and w3w3.com. Larry: You bet. Lucy: Make sure that you pass this along to others. Emily, thank you very much. Lee: Thank you, Emily. Larry: Thank you. [music] Transcription by CastingWords Series: Entrepreneurial HeroesInterviewee: Emily OlsonInterview Summary: Like many entrepreneurs, Emily Olson saw a niche, got an idea, and ran with it. Foodzie uses technology to share great food from smaller producers with a larger audience. Release Date: June 29, 2009Interview Subject: Emily OlsonInterviewer(s): Lucy Sanders, Larry Nelson, Lee KennedyDuration: 17:56

Audio File:  Download MP3Transcript: An Interview with Jessica Jackley Co-Founder, kiva.org Date: September 29, 2008 Jessica Jackley: Kiva Lucy Sanders: Hi, this is Lucy Sanders. I'm the CEO for the National Center for Women and Information Technology or NCWIT. This is one in a continuing series of interviews that we are doing with women who have started either IT companies or organizations that are based on information technology. We are very excited that we have Jessica Flannery here today from Kiva to talk to us. Also with me is Larry Nelson, from w3w3.com. Hi, Larry. Larry Nelson: It's really a pleasure to be here and I must say we are getting tremendous feedback from not only adults who are having their children listen to some of these interviews, but some of the employers that are looking for more women and more technical people to get into the business which is sometimes a very good step to becoming an entrepreneur. Lucy: Also with me today is Lee Kennedy who is a Director of NCWIT and a serial entrepreneur herself. Right now, her current company is called Tricalix. Hi Lee. How are you? Lee Kennedy: Hi Lucy. Hi Larry. It is so good to be here. Larry: It is. We are the three L's, right? Lucy, Lee and Larry or something. Lucy: Or something. Welcome Jessica. We are very happy to have you with us today and the topic that we are going to talk about, I mean, you're fabulous social entrepreneur, and I think that this whole area of micro-finance and what Kiva is doing is just fascinating. And as part of this interview, we all went and spent time on the Kiva site and just really got lost in all the wonderful stories that are our there. So welcome. Jessica Flannery: Thank you very much. It's a pleasure to be here. Lucy: Well, for our listeners, I'm sure everybody knows but it bears repeating that Kiva is the first peer to peer micro loan website. It really demonstrates how the Internet can be used to facilitate these meaningful types of connections between people who want to lend money and entrepreneurs all over the world especially in developing countries, how we can all help each other really move the economies ahead. It's a really fascinating website. So Jessica, why don't you just spend a minute and tell us a bit about Kiva. Jessica: Sure. You said it very, very well and very concisely. We are the world's first person to person micro lending website so anybody in the world can go onto the site, browse business profiles and entrepreneur profiles really I should say. Whether that person is a farmer or selling small goods in their village or a seamstress or a restaurant owner, there are all different kinds of small business. And you can lend as little as $25 to that entrepreneur and over time you get updates on that business and then you get paid back. Larry: Wow! Lucy: Well, and Kiva is a fairly young organization. I read someplace that you started a bit of a hobby website and it just exploded. Jessica: Yeah. It's been a very, very busy last four years. Four years ago, I learned about micro-finance and decided that's what I want to do. I quit another job and I went to East Africa for a few months to see it up close and personal. While I was there it was impossible not to be deeply moved by the stories of success of people that I was meeting. People who had used often just a $100 to change their lives and lifted their families out of poverty. So, I became really excited about these stories and wanted to share them with my own friends and family. And as I did that, my husband Matt and I kept asking not just "Oh, this is great. Micro-finance works, but wow, how do we, and our friends and family, how do we enable people to lend money directly to these individuals we're meeting?" So, it started out with a very specific way, very specific context with individuals who we had met face to face in Kenya, Tanzania and Uganda who we wanted to help. We wanted to participate in their amazing stories, and we wanted to see them get to the next level. So what we did was basically Matt came to visit me during his time in East Africa, and then he went back home, built our website. We emailed our friends and family and said "Hey, we have seven businesses in Uganda that we'd like to lend a total of $3,000 to. Do you want to pitch in?" Then overnight that money came in and we sent that along to Uganda. We had a six month kind of beta round with these seven entrepreneurs in Uganda. After the six months they had repaid, we took the word beta off of our website and that launched us. And that was just in October of '05, so not even quite three years ago. Our first year was $500,000 a month, the second year was $13.5 million more, and today we're just around $45 million, and we haven't even finished our third year. So it's grown very rapidly. Lucy: And you have an incredible payback on the loans, incredible payback percent. Jessica: Yeah, it's in a high 90 percentage. That's representative of a micro finance alone, not just our site. Lucy: But wow, that's just and incredible history and such a good cause as well. One of the things that I noticed there was a Soft-tech video on YouTube that I watched that I thought was very interesting. Where you mentioned that you all created the tool that Kiva uses really to match lenders and entrepreneurs without really knowing how the world would use it to your previous story. This gets us to our first question which is around technology, and I thought you would have a really interesting spin on this. You know, how in general do you see technology helping missions like those of Kiva? Slightly different than potentially a four-profit business but you have incredibly interesting uses of technology. So what do you see in the future? Jessica: Kiva does a lot of different things, but our mission is to connect people through lending to alleviate poverty. The real key there is to connect people. The money transfer is very interesting, and technology obviously helps that happened, but what really we care about is this connectivity. Loans happen to be a great tool for poverty alleviation as well as connectivity. I mean, if you lend me something and I have it and I'm fully giving it back to you, you're going to pay a little bit more attention usually, than if you just donate something and I tell you how that's going forever and ever. That back and forth communication is obviously free or a lot less expensive. It's quick. It's real time. You can see on the other side of the planet how this person is waiting right now today for that $200 that's going to allow them to start their business. So there are all these elements, but then technology makes it faster, more efficient, less expensive and just overall easier to have that human connection happen. Very specifically while I said the money is not the point, it's a great tool for a lot of things. For example, we've had a lot of help from great technology leaders out there that we've been able to leverage. So PayPal, we're the first non-profit to have PayPal generously agree to provide free payment transactions. So we have literally zero variable costs for sending these little bits of money back and forth all around the planet every day. Lucy: Well, one thing too, I'm a technologist so I'll get off this question in just a minute. I know Larry and Lee are looking at me like "Let's move off the technology." But I do have one more thing to observe here, because this is a different kind of interview than we've done. There is a whole growing area called ICT for D which is Information and Communication Technology for Developing World and one of the things that I have read that you either have done or will do is you make an offline browser so that people can conserve power on their computer, sort of a low energy kind of browser so they don't have to be always plugged in. That's an example of the type of technology around ICT for D that you have to start thinking about the climates and the situation and the resources that people have all around the world. Jessica: It's been very, very interesting for us to see, even how sometimes we'll have really wonderful generous lenders say, "Hey, I also want to donate financially or otherwise." And let's say they send a great batch of brand new video cameras for us to send out to the field. Well, sometimes actually a lower tech solution is better, because of the technology that's available in the field. So maybe we don't need the highest quality photos, the highest res photos, maybe a lower tech solution is better. That's been interesting to watch, just figuring out really what's the best and what's the most appropriate tools to get the job done. Lee: That's exactly right. Lucy: So, we normally ask what it is that you love about being an entrepreneur, but since you're working with entrepreneurs it would be great to hear about the stories from the entrepreneurs out of Kiva, as well as what it is that love about this whole environment and the entrepreneurship. Jessica: OK. This is a really good question. What I found is the idea of being an entrepreneur, I think that's really attractive to a lot of people. I think there are some, I don't want to put value judgments on it, good or bad, better or worse, but I think sometimes it has to do with freedom or this idea of being your own boss, or something like that. For me, my introduction to business and my entrepreneurship at all was in Africa seeing people who were gold hunters, or subsistence farmers, or fishermen, or people who were basically entrepreneurship to them was doing what they needed to do every day to survive. It was definitely not an option. They had to do the next thing, figure out the next step to get closer and closer to their goal to find food, and they could survive that day. It was very hand-to-mouth sort of entrepreneurship. It wasn't what we usually think of in Silicon Valley as entrepreneurship being super innovated perhaps or anything like that, but in context it was as innovative as anything else in Silicon Valley would have been, and as much entrepreneurship as anything else that you would see in other places of the world. For me, it's funny. I guess yet that it's true, when you look back at what we've done in Kiva the last four years, great! We have been social entrepreneurs, but we didn't go out thinking, I definitely thought over the years, over the last few years, "Oh, social entrepreneurship. How great! I want to do something like that." Then what happened is you have to get specific. You have to start with something specific. So, we started to do Kiva, a very, very specific mission of Kiva, and then retroactively we're like, "Oh, yeah. I guess that's what we're doing. It's pretty entrepreneurial, isn't it?" It came down to, "We have this mission, and we're going to do whatever we need to do everyday to make it happen. We're going to be scrappy if we need to. We're going to iterate. We're going to put things out there that maybe aren't even perfect. We're going to keep moving, and everyday say, 'What can we do next to meet our goals?'" That's what it felt like to me to be entrepreneurial. I think it's really been informed by the people that originally inspired us in the first place, and these micro-entrepreneurs all over the world. Lucy: You know what? That's just what entrepreneurs do. Everyday they're looking around, trying to figure out what they can do better. Do you have a story or two that you can share with some of the entrepreneurs that have taken loans and been successful, and then paid the loans off? Jessica: Sure. I mean there are so, so many. It's actually one of the hardest questions I get, because really I mean every one of them is amazing. If you want an amazing success story, I can tell you for example there was a woman that really was one of the very first people I ever met in East Africa. She did such amazing stuff. She had started one business, like a charcoal selling business. She had gotten them $800. For that initial business, she did like the equivalent of what a multi-national corporation would do, like all the principals were there. She started the one business, and then she diversified. Then she expanded, not from her local market, she went to markets in other trading centers and other villages. She extended beyond her geographic region. She started five other small businesses of all different types. I mean really things that you really wouldn't think would be related. What she did was she got practice, and then she got very good at seeing market needs and seeing opportunities. So, she had the capitol after time, and she was able to say, "Huh." I think of a very small caring business that you could start with $200 or $300. I think that's what made it. So she did that, and she did the next thing, and the next thing. She just blew me away, because you knew that had she just been dealing in another environment with bigger numbers, she would be the head of a huge multi-national corporation that was doing all sorts of different things really well. So, people like that just always blow me away. I would say truly, it sounds like a bit of a cheesy answer, but the real truth is any story that you read on the Kiva site, there's something to learn, there's something to appreciate, and there's something good. I think say, "Hey! Good job there, " to the entrepreneurs for doing it, because each person is taking a risk even just in accepting a loan, and putting themselves out there and saying, "I'm going to try. I'm going to try to do things differently. I'm going to try and make my life better, and life for my family better." Just taking advantage of that opportunity is something I think should really be applauded, and in and of itself is really a triumph and a great thing, a great thing to see happen. So, that's the hardest question to answer, because all of the entrepreneurs that you can see, I truly find inspirational in something. Lucy: Well, thank you for sharing that. That really is inspirational. Lee: Well, the other thing, and I'm sure somebody has already tumbled to this, there's a business book in this. When you said that she was making all the right entrepreneurial business moves, there's got to be a lot of nuggets of wisdom in there. Larry: You had mentioned offline Jessica, that you are involved with Ashoka? Jessica: Well, yes. I mean, I have found a lot of inspiration in Ashoka over the years, and sort of been introducing the idea of social entrepreneurship through Ashoka. Additionally, he has been honored with the Ashoka Fellowship very recently. We're really excited to be part of that community. Larry: Congratulations! Let me get on with another question here. Who has been either a role model or a mentor in your career, in your life? Jessica: Oh, my goodness! Now, that's the hardest question. I feel like I have been so blessed and so surrounded by encouragers. I mean, can I say like my top five? Larry: OK. Jessica: My parents first and foremost have always given me... Actually, it was really funny. I watched the Emmys last night. I actually don't have a television, but I was with and brother and sister-in-law in L.A., and we were watching the Emmys a little bit. She was saying something funny. She was like, "Thanks to my mom and dad for giving me confidence, that was to the portion that was my looks and ability." It was like "that's what my parents said." My parents first and foremost made it without question an obvious thing, that I could do anything I wanted to in the world. So, that was kind of the foundational piece in a very supportive family. There's been a few others. When I heard Dr. Hamadias speak, his story spoke to me like no others had at that point. That's what propelled me to quit my job and go off and try to figure out micro-finance for myself, and try to do something like what he did, like walk around meet people, listen to their needs, and help. So, he gave me a huge inspiration. Then I guess, the other person I'll mention is Brian Reynolds actually gave me that opportunity to go. He is the Founder and Executive Director of a really great organization called "Village Enterprise Fund." They give $100 grants to entrepreneurs for business creation. They really start people on the very first string of the economic ladder. These are actually folks who are doing such risky things like their systems filing that "If it doesn't rain, everything is lost." Really, really small businesses, who their commissioners wouldn't take a loan probably because they would be not in the right position to do so. Their organization is amazing. I basically met with Brian right around the time I decided I was going to figure out a way to work in micro-finance. He really gave me that opportunity. He listened to me, kind of met me where I was and said, "Hey." Even though I had no skills that I could really name. I had studied philosophy and poetry undergrad. I had done event planning, and administrative things in my job. I really didn't have a lot to go on to say "look, this is why you should hire me, and let me go do micro-finance," but he gave me that chance. On that trip. out to East Africa with Village Enterprise Fund, that's what changed my life, and that's where we had the ideas for Kiva. So, I am absolutely grateful for him, among many, many other in my life over the last decade. There's a lot of people. Lee: Well, that's the good thing about entrepreneurship as well that there are lots of other good people around to encourage you, and to offer wisdom. One piece of wisdom that we've been getting lots of interesting answers too on this particular interview series is the toughest thing you've ever had to do. So, we're curious. What is the toughest thing so far, that you've had to do in your career? Jessica: That is a really good question. I would say without a doubt that it has been...really tough to... you know when you do something that you care about so much, and also something that is like with the social mission I think, it becomes your baby. It becomes like your...I don't know there all these analogies, your right arm, you just feel so attached. It has been a challenge I think to do the work life balance thing in any way because you just feel so driven, so consumed by it, and you want to spend all your waking hours on it, but that can be unhealthy and actually lead to burn out and that sort of thing. So finding the right balance has been probably the biggest challenge and also being removed enough to make objective decisions. You know, it's always a challenge when you are so in love with the work that you get to do. Lee: So speaking of personal and professional balance what do you do to bring balance with all the entrepreneurs you're trying to help, and the changes on the website, how do you manage that? Jessica: Well, I think it's just about kind of knowing what your priorities are and knowing what your boundaries are of what you can control and what you can't and then just working away. I think it is just a daily reminding and daily recalibration saying, "OK, here is what we are about. Here's what we can do. Here's what we can't do and let's just keep moving forward." I think another trick too is just checking yourself often to make sure you are not making decisions others fear or panic in any way. We haven't really... we're an interesting state where we haven't had a competitors per se really, and we don't even think that way. But if we were forced to look at other kind of collaborative organizations out there as competitors, even if we saw them as such, I think it would be the wrong move to be driven to make any sort of decisions, or move to out of the place of fear. Just like it is in life, just kind of knowing who you are, and what you're about, knowing who you're not and just doing that, like the trying to respond to what else is out there or what someone else is doing. I think staying true and pure to your own mission is what it is about. It will make you stay sane. Larry: You have actually kind of covered part of the question I was going to ask you and that is, you've done so many things Jessica and you work with all kinds of people around the world but if you were right now sitting down in front of a young potential entrepreneur, what advice would you give them? Jessica: OK, I have the privilege of getting to do this quite a bit. This is the number one thing I would say, two things. Follow whatever you are really passionate about. It can be something that doesn't make a lot of sense like what do you do when we were passionate about the stories, how do you follow that? We loved them, we celebrated them, we read them ourselves, we laughed, we cried, we just got into those stories and then by sharing those stories, the thing that we are passionate about with the people that we were passionate about, our friends and family, that led to some really great stuff. So just follow as best you can, the stuff that you are passionate about would be number one. Two, if you're going to do something and start something and you really believe that's kind of what you were meant to do next, I would say don't be afraid to start small. In fact, that is really the only way to begin. I just finished my MBA at Stanford. I can't say enough good things about that place and that community. It was amazing. Additionally, it's a place where it is easy to think big very quickly and say "let's go change the world in these huge huge ways and let's have..." you know you don't want to start something unless it's scalable and unless it is going to touch three million people in its first two years or whatever. Easy to say think big or go home and what's your plan for scalability? You need to know that right now. I would say to a budding entrepreneur, don't be afraid, to be very, very specific about what you want to do, and how you want to begin. You should definitely think long term, too. But goodness, it's not a bad thing to start small, and in fact I really really believe that is kind of the way you have to do it and just do a little plug. There's a wonderful man who I would consider a mentor and certainly someone I have looked up to and learned a lot from. His name is Paul Polak, and he wrote a book called "Out of Poverty." He really talks a lot about being in contact like designing whatever you are designing, particularly if it's a program, or a service, or a product to serve the poor, go be with the people that you want to serve. Go get to know them as individuals and design things for individuals not this group of statistic of statistics or the masses. Go meet real people, design for them, start with the, serve them, and then see how you can grow things. That would be my recommendation, don't be afraid to start small and be really passionate about what you are doing because that's the way good things happen. Lucy: Dare I say that that I am old and wizened woman but you know your advice about starting small and don't be afraid to do that, it feels a lot like something I've come to view as being true. You just often don't know what the next turn is going to be. You have to live it a while, and see how things change and mature, and then be opportunistic about which way things are going to go because you often don't see the end. Jessica: Oh, yes and you can't. Lucy: You can't. Jessica: You actually probably sometimes cannot see the next step. It is totally impossible until you make the first one. Lucy: That's fine and that's actually part of the fun, isn't it? Larry: It is part of the fun. It's also by the way a big part of the book that I'm just finishing. Lucy: Oh, you had to plug your book. Larry: "Master and change," yes. Lucy: You had to plug your book. Larry: Oh well. Lucy: Well so I think we have a book here. So I have to ask you though, is there such a big about entrepreneurism and Kiva about teaching the basic elements of entrepreneurship? Jessica: No, not yet, but I think there are about 20 books we can write with them, different angles, different experiences, Web 2.0, the power of connecting people, what have we learned about business from the entrepreneurs out there? There's a lot of potential. Lucy: Oh, absolutely. I look forward to it. Jessica: Yeah, me too. Lucy: You've already really achieved a lot. It's quite inspirational to talk to you and kiva is just such a great organization. What's next for you? We just talked about how sometimes you can't see around the corner, do you have any long term vision that you want to share with our listeners about what's next? Jessica: No, I don't, but I will say that something that's been crazy is just this feeling that... I mean this is like my life dream. You read my favorite business school. I would say it was from three years ago. I would say it was basically someday maybe maybe I will get to be a part of something like this. I feel like the luckiest person in the world and to think that there could be other things in the future just blows my mind. I feel overwhelmed even thinking about it but overall in the most positive way because I already feel like this is my life. If my life ended tomorrow, I would be very a really thankful, happy person because I feel like I've gotten to see my dream kind of come true. Everything else is icing on the cake. What I am trying to do is to stay open to possibility, and learn, and read, and talk to people, and stay open to observing what is going on out there. I am thankful for kiva, and I am thankful for whatever the future hold, but yeah I'll let you know when I know. Larry: All right. Lucy: That has to be the most inspirational thing I have ever heard. I mean just to hear the passion in your voice and the excitement, it gives me goose bumps. I'm happy for you. I hope other people benefit from all the work that you are doing. Jessica: Thank you so much. I appreciate it. I appreciate it. I just feel very very lucky. Larry: Wow, Jessica I want to thank you for joining us today. This was marvelous plus. Jessica: Thank you. Man 1: By the way you listeners out there, would you pass this interview along to others who you think would be interested. We will make sure that we have a website link to kiva. Say your website. Jessica: It's www.kiva.org. Larry: Sounds wonderful. This has just been great here we are with the National Center for Women and Information Technology. You are doing some great stuff by bringing these messages out for people who are doing wonderful things. Thanks. Lucy: Well thanks and listeners can find these interviews at www.ncwit.org and at w3w3.com. Larry: You bet. Lucy: So thank you very much. Larry: Thank you. Transcription by CastingWords Series: Entrepreneurial HeroesInterviewee: Jessica JackleyInterview Summary: Jessica is a remarkable social entrepreneur who is Co-Founder and Chief Marketing Officer of www.kiva.org -- the first peer-to-peer micro-lending website. Kiva connects lenders with entrepreneurs from the developing world, empowering them to rise out of poverty. Release Date: September 29, 2008Interview Subject: Jessica JackleyInterviewer(s): Lucy Sanders, Larry Nelson, Lee KennedyDuration: 25:02

Audio File:  Download MP3Transcript: An Interview with Lee Kennedy CEO and Co-Founder, Tricalyx, Inc. Date: September 17, 2008 Lee Kennedy: TriCalyx [music] Larry Nelson: This is Larry Nelson with w3w3.com, Colorado's voice of the technology community. We link people's organization to unique and valuable resources. And we are at a very valuable resource today. We're here at the National Center for Woman and Information Technology, NCWIT, and of course we've got the boss here, Lucy Sanders. Lucy Sanders: Hi, Larry. Welcome. Larry: And you've got a very special interesting guest. Lucy: That's right. Lee Kennedy, welcome. Lee Kennedy: Thank you. Lucy: CEO of TriCalyx and serial entrepreneur at that, but here's what we like also about Lee, she's also on the NCWIT Board of Directors and gives that a lot of her personal time and woman in IT entrepreneurship, so extremely excited to be interviewing you today. Larry: And I'm sure everybody knows, Lucy you are the CEO of NCWIT. Lucy: I guess that's right. On any given day. Larry: On any given day. Lucy: On any given day. Larry: You've got a great team here too. Wonderful board and the things that you do are just absolutely phenomenal. I'm just happy to be a tiny part of it. Lee: Me too. Lucy: Well, thank you. Larry: Lee, just give us a little overview about what your company does and what it is. Lee: TriCalyx is a company that helps people grow their business online on the web. So we do everything from software development, building people web applications, online marketing, search engine optimization, anything to help them grow their business. Larry: Search engine optimization is becoming more and more popular. Is that something you feel is just an extra add-on or is it pretty essential? Lee: I think it's part of your basic marketing. If your product and your company can't be found on the web, you're at a real disadvantage from your competition. Lucy: What do you think about some of the social networking software? How are you seeing that working into how people want to grow their business on the web? Lee: That's a great question, Lucy, because a lot of companies are trying to figure out how they can grow their business doing advertising or being present on social networks. And it's still in that early phase where there's not a clear path on how to do that. Lucy: Well, it's a popular topic for sure. Larry: That's for sure. Lee: It is popular because there's millions and millions of people that spend time on Facebook and all the other social networks, but for the most part, most of those people are there to talk to their friends, and not look at advertisements. Larry: Now, Lee, you've got a very interesting background. You've been CIO for WebRoot Software. I know you've done a bunch of work with Brad Feld and some of his troops. What made you then really want to become an entrepreneur? Lee: Yeah, it really starts back as early as being an early girl. My dad was an insurance agent and I remember going around the neighborhood selling these little first-aid kits that he had. [laughter] Lee: I can't even remember why I was doing it, but I just loved getting out and starting businesses. I would even go to the local Salvation Army and bargain with them with their prices for things. Lucy: Get out of here! [laughter] Lee: I'm not kidding you. Lucy: So, it sounds like the sales part of this was intriguing. The marketing piece? Lee: I've always loved the sales and marketing and then my background is technology, which I loved because I just found it where there was always so many puzzles to solve. Lucy: It sounds like your parents had something to do with indirectly with starting you on this entrepreneurial path. Who else has influenced you? Lee: Well, I don't know if it was -- who influenced me to be an entrepreneurial, but my sister was definitely a bit influence on my life. She's 12-and-a-half years older and has always been the most fabulous person I've ever known, just can do anything, is smart, never let's anything daunt her on her path. Larry: Now would you consider her a role model or a mentor? Lee: She was a role model because I always saw her go after whatever she wanted and achieve it. Lucy: You were at WebRoot in the early days. What did you learn there as an entrepreneurial? Because that's been a success story. Lee: Yeah, I've been at a number of other successful startups before WebRoot, so I felt like a learned a lot at those companies, but the thing that was probably the most interesting at WebRoot was, when I came into WebRoot we were a small 20-person company, just a few million in revenue. But the market of spyware and anti-spyware was just about to boom, and I think all the experience I had told me it was like, "This market was hot and we have to go for it." And so, once I was hired, they had me build an enterprise division, it was our number one goal to get that product out there, to get the reseller base, to get the customers as fast as possible, because we knew that first-to-market was going to be the winner and that's what we were. We were able to capture that market right when it exploded. Larry: With all those experiences, let me ask this: what's probably the toughest thing that you've had to do in your career? Lee: That question, as you know, I've been on the other side of these interviews. Lucy: Selling first aid kits? Lee: Yeah! [laughter] Lee: That was tough. I didn't like that. There's a lot of things that were tough. A lot of the people we've interviewed talked about having to let people go or fire them, and that's definitely a hard one. Nobody likes to be fired and it's a terrible thing to fire people, but there's been a few other things that we really, really hard. I think cold calling is the worst thing on earth to have to do. And I had to do that in some of my early sales job. The other thing that was really, really tough was leaving a phenomenal job that paid well and had a great reputation and going and being nothing and starting my own business. Because you're in a position of power and security and then to just start something from scratch takes a lot of courage, and that was a tough thing to do. Lucy: What about cold calling did you find hard? Lee: There's a lot of things: rejection, the hanging up of the phone on the other end. But I guess it was the monotony. For me, it was just over and over, picking up the phone and expecting something different to happen, when most of the 99% of people didn't want to hear from you. Lucy: It's a bit like nonprofit fund-raising. [laughter] Lee: There we go! You keep hoping the answer will change. Lucy: No, somebody told me once and I carried this in my heart that a "no" is a just a first step to "yes." Lee: Yeah! Lucy: And they don't really mean "no" until they've told you "no" three times. Lee: Yeah. Lucy: And so, that's one of the things I've really had to remember. So, Lee, after all these different experiences, and you're sitting here with somebody who's considering being and entrepreneur, what kind of advice would you give them? Lee: You know, throughout my career, some of the best experiences I've had were working -- one of the companies was called Net Dynamics, and we sold that company to Sun Micro, and I have to say some of my best experiences came from that company, and it was working with some of the most talented people I've ever worked with. They were all smart and energetic and aggressive. In one year, I probably learned more than 10 years than at some of the other companies, because we were just doing everything right and learning from each other and making changes. What I suggest is, if you can get out of college, try to work with the brightest company, the smartest people, and get great mentors because they can all help you learn a lot quicker. Lucy: Don't you find that you're in that kind of situation where you're working on a great team, that you often don't know at that moment that that is a fabulous team? Sometimes you have to stop and be grateful for that because you get 10 years, 20 years down the road and realize, "That was really -- we had it all together there." Lee: I knew. I knew they wore, because I had been at a number of companies. I was, oh gosh, in my early 30s then, and I knew. I have never worked with such a great team, whereas in some companies you'll have some bright people but you'll have some people who are really slow and it's hard to get things done. It was just a great learning experience. Larry: Brad Feld -- who's quite a supporter of NCWIT also -- I interviewed him a few weeks ago and he pointed out with his team, the team he has over there at the Foundry Group and these are people he wants to work with the rest of his life. And so I think that's quite an extraordinary thing. Lucy: That's high praise! Larry: Boy, I'll say. Lee: Yeah. Larry: Isn't that the truth. Lucy: Maybe he'll hire me! [laughter] Larry: Me too! Lee: Maybe for life! [laughter] Lucy: For life! Larry: You're going to make another switch? No. You mentioned earlier, that you are got this marketing piece and you're also a techie, it sounds like kind of an interesting balance. Are those the characteristics that make you a strong entrepreneur? Lee: I think it helps a lot being in the field I am because in starting TriCalyx, I was fortunate in that I helped start a lot of businesses and knew all the marketing and knew how to get out and do the sales. But also having the technical experience, it's great because you can really talk from a first person perspective. It gives you more credibility with the people you're meeting with. Lucy: I'll add in another one for you because you mentioned it earlier, but I thought it was important enough to perhaps return to it, and that's this notion of reinventing yourself. You said it was hard, but you've been quite successful in doing it over and over and over again, which leads me to think of two things. One is, just because it's hard it means you shouldn't and can't do it, and that the reinvention process is so necessary for learning. It's really important to start over and not always to be so entrenched. Lee: That is such a good point, Lucy, because out of all the experiences, I think I value the learning piece the most. And probably in the position I am in now, I am learning more than I've learned in years, and I love it. I get up every morning so excited and it can be something as silly as in an application I learned how to do something on the technical back end. With my partners, they're laughing because I'm excited about learning about HTML and learning a bit of PHP. And they're like, "Oh, you really are a nerd!" Larry: In the past interviews with L, L and L - that's Lucy, Lee and Larry - the subject came up about how do you bring balance to your personal and professional lives. And of course the three of us have heard a wide range of replies. What's yours? Lee: I'd have to say having an ex-husband that is phenomenal as a dad. He's really helped me to having a career, because having three kids, that would of been impossible if I had a traditional husband that worked lots of hours and expected the woman to pick up the slack. And it's been just the reverse. He's really been a fabulous dad and helped out when I was working long hours. Stressful... Larry: We haven't heard that one before. Lucy: No, but I would say that would make a big difference! Larry: Yes, exactly. Lucy: That's for sure. So, you've achieved a lot with lots of companies, lots of learning. What's next for you? Can you see past TriCalyx or are you still in there writing code and having fun? Lee: No, we already have a plan. We want to keep TriCalyx, the aspect of TriCalyx being a service business but we also want to have an off-shoot business that is a software company, that has a service on the web. So we've been writing some code and bouncing some different applications about and hopefully we'll launch that later this year. Larry: Wow, well, we'll have to interview her again. Lucy: Again. Well because you're Lee, I want to ask you one final question that we don't usually ask people. Lee: I feel special. Lucy: Yeah. You give back a lot of your time to worthwhile causes here in the state of Colorado, and perhaps you can just spend a minute and say why that's important. We have found that entrepreneurial community is quite generous, here locally with their time and in this space. Perhaps a word or two about giving back? Lee: Yeah, my career was mostly in Silicon Valley up until seven years ago. I moved here to Boulder and one of the things that was so, so refreshing about moving here is about the spirit of giving back. I was amazed at how many people introduced me to other people and would spend hours of their time in trying to get me networked into the area. It just made me feel like, "Gosh, what a wonderful environment to raise and live with my kids" So, I wanted to do more of the same. The other thing is, being a woman in technology, earlier in my career and through college, there weren't a lot of other women. I was in engineering and I've always felt like it would have been so nice to have women to talk to, to have as a mentor. So I've made it a real point ever since I got out of college to be a mentor and to help with other women who are coming up the technology route and hope I can help them make decisions or give them advice on the way. Larry: Great advice, wow. Spread the wealth. Lee: Yeah. Lucy: Well, thank you for that too. And thanks for spending your time with us. You know, it was past due that we interviewed you, so this was really fun. Larry: It was fun turning the table. I love that part. Lee: Yeah. Larry: Well, this is Larry Nelson with w3Ww3.com, here at NCWIT, that's the National Center for... Lucy: The National Center for Women and Information Technology. Larry: Exactly right. Lucy: You can just say NCWIT, and that's just fine. Larry: NCWIT.org. Lee: And you can find these podcasts at www.NCWIT.org and www.w3w3.com. Larry: That's right. And download it as a podcast and you can also post on the blog if you'd like. Lee: There you go! Larry: Thank you, guys. [music] Transcription by CastingWords Series: Entrepreneurial HeroesInterviewee: Lee KennedyInterview Summary: Lee's got some great advice for getting kids interested in IT and entrepreneurship. In fact, you might want your kids to listen to this interview. Release Date: September 17, 2008Interview Subject: Lee KennedyInterviewer(s): Lucy Sanders, Larry NelsonDuration: 14:19

Audio File:  Download MP3Transcript: An Interview with Audrey MacLean Co-Founder & VP, Network Equipment Technologies; Co-founder & CEO, Adaptive Date: July 30, 2008 Audrey MacLean: Network Equipment Technologies Lucy Sanders: Hi. This is Lucy Sanders. I'm the CEO of the National Center for Women & Information Technology, or NCWIT, and this is one of a series of interviews that we're doing with IT entrepreneurs, people who have fabulous advice about starting companies. With me, I have Larry Nelson from w3w3.com. Hi, Larry. Larry Nelson: Hi. I'm happy to be here, of course. Lucy: Why don't you tell us a bit about w3w3. Larry: We're an Internet based all business radio show. Our focus is high tech, which is why we are here. Lucy: Well, wonderful. Also, Lee Kennedy, an NCWIT director and a serial entrepreneur and also co founder of Tricalyx. Hi, Lee. Lee Kennedy: Hi. Thanks for having me today. Lucy: Welcome. Today, we're really fortunate to have Audrey MacLean as our interviewee and I can't say enough about her by way of introduction. Audrey, you have such a reputation for helping entrepreneurs for mentoring them. I know you're going to have a lot of great advice for our listeners today. But, you have such a great track record. You're a founder of the Network Equipment Technologies and also Adaptive. And, you're an independent investor and also a consulting associate professor at Stanford University where you deal with ethic entrepreneurship. So, there's a lot to say and I think we just want to jump right into the interview. So, welcome. Audrey MacLean: Thank you. Happy to be here. Lucy: We like to start our interview series with a question about technology and really pick your brain about the up and coming technologies. And somebody, such as yourself, you work with a lot of entrepreneurs so you see a lot. I'm very curious to know what you think are the emerging technologies and how they're going to shape the landscape. Audrey: Well, as you mentioned, in terms of my own personal background, I cut my teeth in the industry in the networking field; in ET, Adaptive and a lot of other companies that I've participated in the growth of. So, as a network bigot, if you will, I continue to believe that some of the most exciting innovation we're going to see across, at least the next decade or two, has everything to do with the Internet and mobile technologies. Having said that, I think there's going to be a lot happening on the clean tech and the med tech front as well that is going to change lives. Lucy: Well, and I happen to be a network bigot myself. Lee: Yes, you are. Lucy: So, we really like that answer. Say a bit about clean tech if you will. What are you seeing there? Audrey: I see a broad spectrum of applications emerging, literally, every quarter over at Stanford. There's the obvious big things with the big entrenched utilities and the search for alternative sources of energy. But, there's all kinds of little opportunities as well that I think you would find just as amazing. We've had companies that are building LED lanterns for applications in India. I think that the clean tech front is one of the most exciting places that I'm seeing my students have interesting new innovations in. Lucy: Wow. Larry: That really is a hot topic here, excuse the expression. Lee: Oh, stop. Larry: OK. I'd better stop. Lee: Well, Colorado is really into some of these things as well. Lucy: So Audrey, it's clear from looking at your background that you've been an entrepreneur and worked with entrepreneurs for years. What is it about entrepreneurship that you love? Audrey: Everything. I assume you wanted a more complete response to that. First of all, I tell my students all the time, it is an extreme sport. I've been on the faculty of Stanford engineering school now since '94 and I've made sure that my students understand that it is not for everyone. It is one of the most demanding feats that anyone can undertake. So, it's to be - proceed with caution. Let's put it that way. But, in terms of what attracts me to entrepreneurship, and I have to say to begin with, that I'm sort of an accidental entrepreneur. I didn't set out thinking, "oh, I want to be an entrepreneur." In fact, people didn't talk about it much when I began. It's just that I had been working for 10 years at a company called Time Net in the packet switching field and came upon an opportunity that was so compelling that I had to quit my job and go do it. I think that's at the heart of what makes me tick as an entrepreneur. It's that you want to solve problems that need to be solved and when you do, you want to turn them into reality. It's that process that's exciting and it's that process that got me excited as an entrepreneur. And it's that same process that keeps me excited about working with a new generation of entrepreneurs to help them realize their dreams. The fact is that to be an entrepreneur, you have to be able to see things the way they could be versus the way they are and you have to believe that if you can see it, you can make it happen and then you have to inspire others to want to do it with you because it always takes a team. So for me, personally, I'm always in search of how things can be improved and I love the process of creating something out of nothing. And truthfully, I'm happiest when I'm collaborating with others to materialize real results and I never give up. So for me, entrepreneurship is a natural habitat. But, I'm not sure that that's true for everyone. Larry: You just mentioned the word "inspired." Along the way, who might be somebody that had a major impact in your direction, maybe had been a mentor to you, a special adviser? Audrey: Again, you have to consider the time frame in which my career began. I didn't really have a specific mentor. I was certainly influenced by lots of entrepreneurs early on in Silicon Valley particularly those that cared as passionately about the corporate culture they were creating as they did about the product innovations that they were bringing to market. There were - I don't know; Bob Noyce, Ken Oshman, Jimmy Treybig - people like that that were inspirations to me. But, my primary source of encouragement and support was my husband, Mike. Lucy: Well, and we know that spouses play a large role in the success of an entrepreneur for sure. Larry: That's a fact. Lucy: And that's a fact. And that's a fact. So, you mentioned building corporate culture which I found very interesting along with the products or the services and that being an important byproduct of entrepreneurship. Often, good corporate cultures will help you weather the bad times, weather the hard decisions. Maybe you could share with our listeners what the toughest thing you've ever had to do in your career was. Audrey: On an umbrella level, by far the toughest thing that I've had to do in my career is keep my family life and my role as an entrepreneurial CEO in balance. I obviously was totally committed and completely professionally driven. But, when I look back on my career and I look at N.E.T., and Adaptive, and Peace, and Pure, and all the companies we've built and all the jobs we've created and all the market value achieved, the truth for me is that when I look back at my life, those things are in the top ten. But, the top three are still my husband, our kids and our family. So, I think that the overall balance is the most important thing. In terms of specifics, career things, I think the merger of Adaptive into N.E.T. was a very challenging transition in that Adaptive had built a very exciting corporate culture where the entire team was very bonded and the extended families of the employees themselves were very connected to the company. We had done that consciously in many ways and it was to support employees in a start up who have to put forward such enormous efforts. We wanted their families to be participants. For example, we gave New Baby stock to anybody whose spouse or themselves gave birth to a child while we were growing the company. Things like that and obvious activities at the company brought families in and engaged them directly. So when we were ultimately merging Adaptive into N.E.T., there was going to be a huge cultural change as Adaptive that had 150 people and had won back to back product of the year awards and everybody was totally on the same page in terms of goals and directions and culture. Suddenly they had to merge into a much larger entity and make that transition. I think that was probably one of the more challenging points in my personal career. But again, I think that the way you get through those things is by being completely clear on the objectives and completely direct and open with your employees. And ultimately, I think that reality drives a situation like that and you simply help people navigate it. Interviewer: Well you mentioned corporate culture as a way to help employees bring balance to their lives. This is something we don't often hear from the people we interview. We hear, you know, many wonderful things around hobbies or personal things that they do. I'd like to just follow up about a few other things that Adaptive may have done in this area in addition to the New Baby stock because this is such an important issue and we just keep seeing the same corporate cultures over and over again. Audrey: You know, it's taken a lot of different forms in a lot of different companies. But, I think first off you have to celebrate successes. That could be bringing in a vat of ice cream on a software build or it could be a massive party to celebrate a first customer shift. But, you need to celebrate successes. But on a daily basis, you need to do things as well. So for example, one of the things we did at Adaptive was if you were there in the evening, you had two corporate accounts from local restaurants that you could call up and order dinner. In practice, what ended up happening was someone would start walking around and seeing who was still working and say, oh, you like the garlic eggplant, and you like this, and order up a pile of food. People would end up in conference rooms all over the company eating dinner together and talking about what they were working on. Not surprisingly, they would end up solving different problems. "Oh, I didn't realize you were doing that. We've already done this piece." So, this bonding and this nurturing where you're saying, hey, if you're still working and it's time to eat a meal, we're going to make sure you get it as opposed to having to leave and drive somewhere and spend your time and money doing it. So, those sorts of things if you look at companies like Google today, they've taken it to the next step where they've got a cafeteria where employees at any point can go down and get a nutritious meal at breakfast, or at lunch, or at dinner. The idea simply is that if your employees are working that hard, you want to make sure that they're being nourished, as well as nurtured. So, I jokingly say feed them. Literally, feed them. So, those sorts of things are important. But then, it's also the little practical ways in which it infiltrates the culture. I remember one time my C.F.O. at Adaptive came into my office with a look of worry on his face and said, "I've got a problem." And, I said, "what's that?" He said, "Well, you and I have that 3:00 meeting in 20 minutes and I just got a call from the nanny saying her car broke down and she can't go pick up Tyler, his son, at preschool." And I said, "who else is in the meeting?" And he said, "just you and me". I said, "OK, so it's not a problem. We'll get in the car. I'll drive. You go over the material with me. We'll pick up Tyler, bring him to the nanny, and we'll be back in time for our next meeting. And, he looked at me and said, "I never would have thought of that." It's that type of thing. It's giving people the permission to think about what needs to be done that will make their life support the incredible task you're trying to undertake with a startup company. Lucy: I love it. It's the practical advise. So many companies will feed their employees if they're working late, but it's those little things like picking up the kid from school because the nanny's car broke down. Larry: Yeah. Audrey: Exactly. Lucy: So, Audrey it's clear you've had all kinds of successes, and I'm sure there's some failures along the way, but everything from building companies, merging companies, culture. If you were sitting here with a young person, what tidbits would you pull from your background to just give them the pearls of wisdom? Audrey: Well, it's interesting that you refer to it as "pearls of wisdom," because I obviously have been on the teaching faculty now since 1994. So, I frequently get asked for advice, and I frequently respond by saying, "I don't necessarily want to dole out advice, but I'm happy to share some used wisdom." Lucy: That's great. Audrey: I think that one of the pieces of used wisdom, apart from what we talked about earlier which is, "This is an extreme sport, and it's not for everyone." But if it is for you, and you really are going to go for it, one of the important things to realize is you can't do it alone. You need to create a team. One of the most important decisions you'll make are who to trust. It's extremely important that you choose your partners and your advisors wisely. So, I think that that's probably one of the most valuable pieces of used wisdom or advice that I can leave people with, which is that you need to put the team together. You need to be sure that the label of integrity and commitment is there across the board, and then you need to strap on the ski boots and get your knees forward in these boots. Larry: You've already achieved a great deal. You have lots of interests from clean tech, to just a variety of different topics that you're involved with. What do you see on the horizon next for you? Audrey: As you know, I got off the court and onto the coaching bench over a decade ago now, but I can tell you there are more exciting things happening right now that I'm involved with then at any other point in my career. The number of young entrepreneurs that I'm working with right now, and the potential for innovation that will help change the way we will live on this planet is greater today, then it was certainly at the beginning of the last century. I have tremendous faith in the future that this new generation of entrepreneurs can create. I will do exactly what I have done, which is to continue to work in support of the realization of their dreams. I don't give up, so I expect to be doing this for a long time to come. Larry: Well, they say, "Persistence is omnipotent." Audrey: Well, certainly tenacity is a fundamental tenant of any entrepreneurial endeavor. Lucy: Well, it's very heartening to know that you're out there coaching these young entrepreneurs. I can't imagine a better coach, a better person to pass along their wisdom. It's really inspirational. I know that Kristin McDonald was just, "Oh! One of my advisors is Audrey." I'm sure that she's one of many, who really depend on your experiences. So, I know that they would all be sitting here saying, "Thank you, Audrey." Audrey: Well, like I said it takes a team, so I'm happy to be on their team. Lucy: Well, thanks so much for sitting down with us for a few minutes and talking about entrepreneurship. We really do appreciate it. We want to remind listeners where they can find these interviews. They can find them at w3w3.com, and also at NCWIT.org. So, thank you Audrey. We really appreciate it. Larry: Thank you very much. Lucy: I want to say that I have now learned a new phrase that "Entrepreneurism is an extreme sport." Woman 1: Don't you love it? It's so appropriate. Lucy: I love it. So, thank you for that too. Audrey: You're welcome, and thank you for keeping and spreading the word. Transcription by CastingWords Series: Entrepreneurial HeroesInterviewee: Audrey MacLeanInterview Summary: Audrey MacLean has a unique track record for entrepreneurial success as a founder, CEO, seed investor, and board member. Release Date: July 30, 2008Interview Subject: Audrey MacLeanInterviewer(s): Lucy Sanders, Larry Nelson, Lee KennedyDuration: 18:35

Audio File:  Download MP3Transcript: An Interview with Jeanette Symons Founder and CEO, Industrious Kid Date: October 19, 2007 NCWIT Interview with Jeanette Symons BIO: Jeanette Symons was the founder, Chief Executive Officer of Industrious Kid, and mother of two. Prior to founding Industrious Kid, Ms. Symons co-founded Zhone Technologies, a telecommunications company that builds "last mile" access solutions, where she served as the company's Chief Technology Officer and Vice President, Engineering. Prior to Zhone, Ms. Symons was Chief Technical Officer and Executive Vice President of Ascend Communications, Inc, which Ms. Symons co-founded, from January 1989 until June 1999 when the company was purchased by Lucent Technologies. In addition, Ms. Symons was a software engineer at Hayes Microcomputer, a modem manufacturer, where she developed and managed its ISDN program. Ms. Symons holds a B.S. in Systems Engineering from the University of California at Los Angeles. We are deeply saddened by Jeanette's tragic death in a small plane crash on Friday, February 1, 2008. She was a true technology pioneer and we hope her life will continue to inspire others. Lee Kennedy: Hi, this is Lee Kennedy, a board member for the National Center for Women and Information Technology or NCWIT. This is part of a series of interviews that we are having with fabulous entrepreneurs, women who have started IT companies in a variety of sectors and all of whom have just great stories to tell us about being entrepreneurs. With me I have Larry Nelson from w3w3.com. Hi, Larry. Larry Nelson: Hi. Boy, it's really great to be here today. Lee: So tell us a little bit about w3w3.com. Larry: Well, we are a web‑based Internet radio show. We really started in '96 with full time in '98. This has been probably the most exciting series that we have had, so many neat entrepreneurs going through all different types of things. I have a feeling that Jeanette is going to have a great story today, too. Lee: Great. And we also have with us Lucy Sanders who is the CEO for NCWIT. Hi, Lucy. Lucy Sanders: Hello. How are you? Lee: Great. So, why don't we go ahead and just get right to it. Today we are interviewing Jeanette Symons. Jeanette is the Co‑founder and CEO of Industrious Kid. Hi, Jeanette. Jeanette Symons: Hi. Thanks for having me today. Lee: Sure. So, Jeanette, why don't you start off and tell us a little bit about Industrious Kid? Jeanette: Industrious Kid was actually started to develop web sites for kids. What happened was a couple of years ago my daughter, who is seven, actually came home and said, "Mom, I want to make a MySpace profile." Needless to say, I panicked and ended up setting up a server where they had my kids and the neighbors had their own social network in my closet, literally. We went from there to actually creating a social network for kids where they could have the same safety on the Internet that we actually provided in the closet at the time. Lucy: Wow. I'd say that's one special kid that gets to come home and tell mom what kind of company to start next. Jeanette: It's gone to their heads a little bit. Lucy: That's pretty special. Lee: And also imbee.com; that's your social networking site? Jeanette: That's correct. The social networking site itself is imbee.com, and Industrious Kid is the name of the company. Lee: OK. And I see imbee.com won a Web 2.0 award this year. Jeanette: Absolutely. It's exciting. We are really making these strides and have kids interact with each other and learn to use the Internet in a positive way. We are really enjoying it. This is a company that we started because we wanted to, because it was fun and it's really been exciting all the way along. Lee: Great. Lucy: Well, so now maybe you all think I'm a kid and sometimes I am a kid at heart, but I went over to imbee.com, started playing around, making a baseball card, doing the things that I wanted to do. As a technologist I had to wonder about the technology that you are employing on that site. It is very sophisticated. Jeanette: Well, thanks. It is interesting. I have been building the infrastructure for the Internet for over 20 years now and really hadn't done anything in the way of card sense since the very early days. It's fun. We actually built on open source. We built on Drupal which you can actually go to, download and have a social networking site up in a matter of days. From there we've just added more and more kid centered features to it. It's fun and it's very incremental and dynamic. Lucy: It is a lot of fun. On that note and getting to the first question around technology, as a technologist what technologies do you see on the horizon as being particularly important? Jeanette: I think the biggest thing that's driven us for at least for about 20 years if not longer and then I think will for at least the next 20 years if not longer ‑ it's all about communication. It's what's changing the most and what's driving the most. We talk about the simple evolutions of the telephone and the way we are using them, but what's so amazing to me when I watch is how differently the next generation communicates than we do, even electronically. As adults, we tend to communicate via electronic mail, via personal or group communications that are relatively structured. When I look at the next generation, they're not patient enough for email; they look at me like I'm crazy to waste my time sending them an email message they may not look at till tonight. They want a text message or an instant message. If they want to say something to a group of friends, that just post it on their profile. So the way in which we communicate is changing over time and changing generation to generation. And that's what's really neat. I don't know where it'll be another five or 10 years from now, but it is fun to watch. Lucy: That's really interesting when you think about it, because it's just a cross‑generational difference in the way people are communicating. Larry: That's right. One of the things that we're also curious about ‑ we have a number of young people that are listening to the shows, sometimes their parents tell them about it, because it's so interesting hearing how people like you, an entrepreneur, does what you do. But we kind of wanted to know: why did you become an entrepreneur, and what is it about entrepreneurship that makes you tick? Jeanette: Well, I think the why is because, a long time ago, when I was relatively young, I thought I could do it better. I didn't want to work for someone else. I thought I could do it better. My ideas were better. I could do something better. I think, after a lot of hard work and a lot of years as an entrepreneur, I realize that it's not that easy to do a better job. I really learned how hard it is to do better than average. But it's really fun trying. What do I really love, and why do I keep doing it ‑ this is my third company, and I doubt it's my last ‑ is because there's no greater feeling than creating something from nothing. And that's the products you create. It's watching the people grow. It's creating value within the company. You're really, as an entrepreneur, making something from nothing in so many different ways, and I think that's what makes it really exciting. Lucy: So, Jeanette, that kind of brings us to the next question. When you think about getting into technology and the career path you took, who influenced you, or who were your role models or mentors? Jeanette: I think I got started in technology, really, because I got offered a job writing software that paid $1,000 a month, which was more than I could get with anything else as a student. I had no idea how to do it. I didn't try to get into technology. It was just a lot of money for me at the time. Lucy: That's great. Jeanette: It wasn't a big plan. I always loved math. I always loved science. I had no idea about computers and technology at that point in time. So I really got into it then. And I think it's no different than the excitement of starting a company. As an engineer, it's that sense of creating. It's that sense that you made something that you can put your name on that you can be proud of. And it really is one project at a time ‑ one company, one project, one thing at a time ‑ where you really get to create something. And I think that's what really hooked me, once I got started. Lucy: Were there any role models or mentors along the way? Jeanette: I think one of the most frustrating things, for me, is that I kept looking for a role model and looking for a mentor and looking for someone, especially as I started to become more successful, and I really struggled with it. I was younger than many of the other people starting companies at the time. There were very few women involved in starting companies at the time and having had been successful at it. And I really spent a long time being really frustrated that there weren't people that I thought I could go and emulate. It took me, actually, quite a while to kind of accept that, "Hey, it doesn't matter. You're not going to copy anybody. Get on with life and do what's fun." But it took me a long time to accept that I had to do what I wanted to do and not worry about copying somebody or emulating somebody. Lucy: I think that's a great answer. And I want to also kind of link it back to something you said a minute ago around that it's often very hard to do something better, to have that great entrepreneurial idea and push it across the finish line, and along the way, there are challenges to overcome. And so we'd really like to know the toughest thing that you've ever done in your career, and why it was so hard. Jeanette: I think, unfortunately, that's the easiest answer...The hardest thing to ever do in building a company, in any way, is to lay people off. As with grown companies, even really successful companies, there's a time you've got to lay people off because of the business cycle or whatever. And no matter what the circumstances is, that, I think, is one of the hardest things to do. The second hardest thing: while I started three companies, one of them, I'd say, I walked away from before I was done. The company still was in a growing and struggling phase, and I felt it was time to move on and walk away from the company. And I think that was probably, emotionally, one of the hardest things I've ever done. Larry: I must say, that's probably one of the most common mistakes that many founding people do is they keep on long after they should have left. That's really a strength on your part. Jeanette: Well, thank you. It didn't feel like it at the time. Larry: I bet not. Lucy: That is a hard judgment, though. When is it time to leave? Larry: Mmhmm. It is. Jeanette: Exactly. And we always want to be the one. It's so tempting, especially when you start something, to feel like you need to be the one to finish it, that you need to almost be the hero that makes it successful. Accepting that you're not is just so tough. It's one of those very lonely decisions. Larry: I think you're wonderful. I'm proud you. Now, speaking of that type of thing, if you were, right now, sitting down with a young potential entrepreneur, what kind of advice would you give them about entrepreneurship? Jeanette: I think the real answer ‑ and it's easy to say, it's harder to do. And that is that you've really got to follow what you believe. You can learn from others. You can listen to others. You're going to get a lot of advice, a lot of suggestions, people telling you to do things, how you're doing them, telling you to do differently. But at the end of the day, you've got to do exactly what you believe in. And you won't succeed in creating something great and something that you're really proud of unless you stick to what you know are your core values. And there are so many people that want to push you in different directions, want to change the company, change the product, and change the financing. You've got to really stick with what you know and you believe. Lucy: That's really good advice. Larry: Yeah. Lucy: Sort of along that note, earlier in the interview, you said that you thought you could do things better and you liked creating and building things. So, when you think about getting through all the tough times, what personal characteristics do you think have given you the advantages as an entrepreneur? Jeanette: I think one of the most important things to really get to success is that you've got to have a willingness to fail. You've got to accept that, you know what? Everything you do isn't going to be perfect. You're going to make mistakes. You've got to be able to say, "Oops, I made a mistake" and move forward. You've got to be willing to let little things fail, big things fail, and all sorts of things, in the big picture, to get to success. If you're not willing to take the risk that you're willing to fall through on, you're not going to ever get the big win. So you've got to really be willing to kind of accept that this time might not be it, but there will be a time that will be. Lucy: And do you have examples that happened in your career when there was failure that happened and you guys learned a ton, maybe one of those moments; that was a big turning point in the company? Jeanette: Now, there's so many that it's hard to pick one out. But I think one of the things that we've done a couple of times is we've built the product, we've stood behind it, we've been proud of it, and then realized that, oops, it's not the way people want it. And being willing to do that, and then stop and say, "You know what? We're going to do the right thing going forward." We've lost investors in those decisions a couple of times. They used to say they've regretted it each time... Lucy: I love that. Larry: Yeah. Jeanette: I mean, I remember, 20 years ago, when we changed our company from being a digital telephony company to deciding to build infrastructure for this weird thing called the Internet, we fought tooth and nail. Nobody, none of our investors wanted to back it. They thought it was silly. How would this Internet thing work? There was so much more revenue if you stuck to traditional things. We lost supporters along the way. We're pleased to say those supporters are eating their words. The Internet grew. We had to take a big risk ‑ that now, of course, seems obvious, in hindsight, but at the time, didn't‑‑to say, "We're going to drop what we're doing. We'll see the growth. We're going to take a risk and build something new and different." Larry: Yeah. I'm sitting here kind of groaning because, internally, Pat and I, we had a terrestrial radio show, "Business Talk, " and I made, in 1996, the prediction that the Internet was a fad and would go away soon. So I wish I had known you. Jeanette: You were right. You just have to wait about another 100 years. You have to be patient, Larry. Larry: Yeah. Lucy: Your timing was wrong. Larry: Yeah, timing... Lee: You're still right. Lucy: Yeah, you're still right. Larry: Now, you're a mother of two. You fly in your own Lear jet, from time to time, to conferences and so on. And then, of course, the other thing is that, between your children, your family, and your growing business, how do you bring about kind of the balance to all of this? Jeanette: The answer to that is kids take care of it for me. Larry: Whoa! Jeanette: I was told before I had kids that I was not at all good at balance and I was workaholic that didn't do enough different things. I don't think that's true, but my friends all think it's true. It's just so great and so much fun to do things with my kids, that they keep me home on the weekends. They keep me doing things and being outside and being active. So for me, my kids are my solution, and it's just a lot of fun. Lucy: Well, we've got a nice little airport here by Boulder. You could come see us. Jeanette: I could. I do have that advantage. People go, "Oh, so you just love to fly." And I've got to say, I do. It's one of the most just relaxing things there are. But what it really is ‑ and people make fun of me - is if you go into my airplane, it looks a lot more like a minivan, stacked with stickers and snacks and books and activities and such in the back. The beauty of flying a plane is that it gives me and my family incredible freedom. So I can be in any city in the country in a meeting on Friday morning and home playing with my kids Friday night. Lucy: It's an important thing to balance. Larry: You got it. Wow. Jeanette: We got it. So everybody needs a plane. Lucy: I believe that you're our first pilot that we have interviewed. Well, you have started three companies. You've said that you doubt this one is your last. So, why don't you tell us what you see in the future? What's next for you? Give us some top‑secret stuff. Jeanette: Oh, gosh. You know what? I don't know. I will tell you that, for a very long time, I worried so much about, "OK, now that I'm successful, what am I supposed to do?" Almost like there has to be a road map: "Build successful company, go do blank." And I worried so much that I was doing the right thing next. It's amazing how stressful that became. There has to be an answer. Where do I find the answer? And I finally got it licked. I do what I enjoy. I love building the company I'm building. I love where I'm at today. I have no idea what's next. I have no idea whether we'll be building this company for another five years, another 10 years, another 20 years. I don't know what's next. But I know it'll be interesting, it'll be fun, and if not, then it won't last long and we'll move on. Lucy: That's a great answer. Larry: Yeah, I'll say. Hat's off to Imbee and Lear jets. Lucy: Well, thank you very much, Jeanette. We really appreciated talking to you. Lee: Thanks so much. Jeanette: Thank you. Larry: Thank you. This was great. And by the way, you listeners out there, make sure you pass this interview along, because they can listen to it 24/7, download it as a podcast, and what else could we ask? Lucy: Well, we should remind everybody what site to go to for the podcast. You can get them at w3w3.com or at ncwit.org. Larry: There you go. Thanks, Jeanette. Lucy: Thank you, Jeanette. Jeanette: Thank you. Series: Entrepreneurial HeroesInterviewee: Jeanette SymonsInterview Summary: NOTE: We are deeply saddened by Jeanette's tragic death in a small plane crash on Friday, February 1, 2008. She was a true technology pioneer and we hope her life will continue to inspire others. For Jeanette Symons, motherhood proved to be good for business. Her kids helped her come up with the idea for her award-winning social networking site, imbee.com. Release Date: October 19, 2007Interview Subject: Jeanette SymonsInterviewer(s): Lucy Sanders, Larry Nelson, Lee KennedyDuration: 17:16

Audio File:  Download MP3Transcript: An Interview with Anousheh Ansari Chairman and Co-founder, Prodea Systems, Inc. Date: October 12, 2007 NCWIT Interview with Anousheh Ansari BIO: Anousheh Ansari earned a place in history in 2006 as the fourth private explorer, the first woman private explorer, and the first astronaut of Iranian descent to visit space. Back on Earth, Anousheh returned to her job as co-founder and chairman of Prodea Systems, a company that hopes to dramatically alter and simplify consumers' digital living experience. Prior to founding Prodea Systems, Anousheh served as co-founder, chief executive officer and chairman of the board for telecom technologies, inc. The company successfully merged with Sonus Networks, Inc., a provider of IP-based voice infrastructure products in a deal worth approximately $750M. To help drive commercialization of the space industry, Anousheh and her family provided title sponsorship for the Ansari X Prize, a $10 million cash award for the first non-governmental organization to launch a reusable manned spacecraft into space twice within two weeks. This feat was accomplished in 2004 by legendary aerospace designer Burt Rutan. A living example of the American dream, Anousheh immigrated to the United States as a teenager who did not speak English. She immersed herself in education, earning a bachelor’s degree in electronics and computer engineering from George Mason University, followed by a master's degree in electrical engineering from George Washington University. She has an honorary doctorate from the International Space University which she was honored with while she was on board the International Space Station. She is currently working toward a master's degree in astronomy from Swinburne University. Anousheh is a member of the Association of Space Explorers and is on the advisory board of the Teachers in Space project. She has received multiple honors, including the World Economic Forum Young Global Leader, DFW International Community Alliance Hall of Fame award, the Working Woman’s National Entrepreneurial Excellence Award, George Mason University’s Entrepreneurial Excellence Award, George Washington University's Distinguished Alumni Achievement Award, and the Ernst & Young Entrepreneur of the Year Award for Southwest Region. While under her leadership, Telecom Technologies earned recognition as one of Inc. magazine's 500 fastest-growing companies and Deloitte & Touche’s Fast 500 technology companies. She currently works to enable social entrepreneurs to bring about radical change globally, with organizations such as X Prize, ASHOKA and the PARSA Community Foundation. Lucy Sanders: Hi, this is Lucy Sanders. I'm the CEO of the National Center for Women and Information Technology, or NCWIT. And this is one of a series of interviews we are doing with women who have started IT companies. We've heard some wonderful stories from some very fabulous women, and we have another great interview in this series today. With me is Larry Nelson from w3w3.com. Larry, why don't you tell us a little bit about w3w3? Larry Nelson: My wife, Pat, and I started the Internet radio show, w3w3.com, in 1998. We archive everything from photos to articles and all of the interviews. And this NCWIT hero series, I tell you, is one of the most exciting projects ‑‑ period ‑‑ that we've ever worked on. And it's getting a great deal of response from both business and government, as well as education. Lucy: Well and we're really happy to have you here today, and we're also very grateful that you are syndicating this series on your site as well. Also with us is Lee Kennedy, NCWIT board director and serial entrepreneur herself, having just started a new company called Tricalyx - helping all of us use the web better for our businesses. So, welcome, Lee. Lee Kennedy: Thanks, Lucy. These are really fun to participate in. Lucy: Well today, we have a great interview with Anousheh Ansari, the chairman and cofounder of Prodea Systems. I took a look at the website of Prodea Systems, and it's just got the coolest mission. It's a new company. It's focused on the home, on the digital environment within the home. Everything from voice services and networking services in the home to parental control and maybe child control. That would be all right, too. And home automation. Anousheh has the coolest title, Larry and Lee, I have to tell you. Because not only is she chairman and cofounder of Prodea Systems, but she also has the title of "first private female space explorer." Larry: All right! Lucy: So Anousheh, we are really happy to have you here. Welcome. Anousheh: Thank you. I'm happy to be on the show. Lucy: With that, we'll just get right to the interview. We have a lot of questions to ask you about entrepreneurship and technology. Lee: So Anuosheh, one of my favorite questions is to hear how you first got into technology. Was it something through your childhood, or there was a moment in time that it all started being so interesting? And then we'd also love to know, what do you think are cool today, as far as the technologies that are out? Anousheh: I always loved science and math growing up. I was born in Iran; I grew up there and then came to the United States when I was about 16 years old. And I thought that this was my opportunity to get involved with something really cool and great. And that's why... When I graduated from high school, at that time the field of telecommunication and electrical engineering was the hottest field, and it was growing and a lot of technology was being developed back then. And that's why I chose electrical engineering as my career and ended up getting a bachelor degree and a master's degree in electrical engineering - and basically built a career in telecommunication dealing with planning and developing the future networks that would allow communication technologies to be enhanced. This is what we see today. And I think that's one of the coolest things today with the Internet, the use of Internet by the entire population ‑ as part of education and just on a daily basis for communication. I think that has been one of the coolest technologies that has been developed, and it has in the past decade. Lucy: Anousheh, you cofounded Telecom Technologies in the early 90s, when you were doing some of the early work on voice over IP and soft switches. Anousheh: Exactly, yes. Lucy: That was a pretty exciting time. We were working on that in Bell Labs, and so we followed your company. So it was a great effort and very entrepreneurial. Anousheh: Yes. One of the things that really gets me excited and makes me start up companies is the fact that you can basically build something new, try to introduce a change in a way that people are used to doing certain activities, and basically create something out of scratch that doesn't exist and would revolutionize whatever it is that you are trying to do with it. So that's part of the reason I love being able to be a technologist and being in this field, and also being able to start up companies that introduce these types of new gadgets into the market. Larry: That's a great segue into a question I've got. Here you are, Anousheh. You're the first female private space explorer. All kinds of opportunities. A wonderful background. And there's always the risk, as well as the adrenaline rush about being an entrepreneur. What is it... You were just beginning to talk about some of the reasons why you are an entrepreneur. And what about being an entrepreneur makes you tick? Anousheh: Well, being an entrepreneur means that you are sort of inventing something new. You're giving birth to a company. You're giving birth to a new product, a new service. And that's always exciting. And to me, I don't like to just have a repetitive life where I do the same thing over and over. I love to be able to learn something new, explore something new. I'm an explorer by nature, and being an entrepreneur allows me to explore new opportunities and technologies. And that's the best part of it. But also, being an entrepreneur I love to help people, and I think through the products that we develop in my company, we will be able to help a lot of people. Whether it's help them to get over the difficulties of a technology and use it. This is what we do with my new company at Prodea. Or helping employees, creating new jobs, new opportunities for people that work in my company. So all along, whether it's creating something or just building a company and giving others the opportunity to build a career, I think it's exciting to be at the helm of these types of activities and that's what makes being an entrepreneur really exciting for me. Lucy: Well and your new company is in a great niche, I have to say. We're shopping for a new washer and dryer now, and we can actually put it on the network in our house. Larry: Oh, wow. Lucy: I'm not sure what I'm going to say to the washer and dryer. But Anousheh, maybe you can help me out with that. Anousheh: The technology we're developing is geared toward taking advantage of all these new smart devices that are being built for the home. But one thing we realized was that we wanted everyone to be able to take advantage of this new technology and use it. But it is sometimes complicated. A lot of things are based on PC, and some of our parents, for example, are not really excited about using PCs, and it's a drag for them. So, it doesn't have to be that way. Technology doesn't have to be difficult to use or complicated. We feel technology is something that's there to make your life easier not more difficult. So what we've done is we've decided to make all these technologies very simple and easy to use. And as much as possible let you use your TV and your remote control to interface with everything smart in your house and manage everything versus having to deal with a computer. Lucy: Well, it really does sound like a great company. And like I said, it really does fill a great niche for people, especially some of the things like data backup and other things that people put a lot of time and effort into their computers and then they lose it all, for example if it crashes. So it's a great value proposition. In this series, we are very interested in asking people about their role models or people who really encouraged them on this path toward entrepreneurship. Can you tell us a bit about who influenced you? Anousheh: I have to say the biggest influence in my life has been by husband, who is also my partner in the business. We started our companies together, and he's always been there encouraging me to take on new challenges in my life. And when I do take them on, he's right beside me supporting and helping me through all the difficult time. So having a really good partner, whether it's a good friend, someone in your family or a spouse, is always the greatest thing to have when you have a new challenge that you're facing. Lucy: That's great. There's not many of us that have a partner that's right along in our career. Anousheh: That's true. I've been very fortunate, because sometimes it's difficult to work with your spouse. But in our case, it's a great working relationship, and we have complementary skills which makes it easy to work together. So I've been very fortunate in that regard. Lucy: So on the flip side of that, when you think about your career, what's been the toughest thing you've had to do? Anousheh: Being an entrepreneur and starting new companies require a lot of sacrifice. Sacrifice that you have to make. Because in order to be really successful, your company becomes your life. And then you have to really dedicate your time and energy fully to this endeavor that you start. And doing anything less than that means that you're doing yourself and your employees a disservice. So, it does require a lot of sacrifice of your personal time and personal hobbies and things that you enjoy. At least for the period of high growth that you experience at the beginning of a company's life cycle, you have to be ready to make a lot of time sacrifices and personal sacrifice. Lucy: I think that that is really good advice that you would give to a young person who is considering entrepreneuship: that you be prepared for those type of time sacrifices and be prepared for the amount of dedication it takes to be an entrepreneur. If you were sitting with a room of young people and giving them any further advice about entrepreneurship, what else would you tell them? Anousheh: Maybe just continue on! I don't want to make it sound like it's really bad or difficult to be an entrepreneur. It does require commitment. It is hard work, but it is also highly rewarding. So when you can look back and see yourself building a successful company. When you see your employees happy and excited about the success of the company. When you introduce something new, a product in the world that gets really high marks and everyone loves using it and raves about it. It is very rewarding, and you will feel very good about it. So my advice to everyone is find something that you love to do and you are passionate about ‑ you enjoy. Because if you're not passionate about something, it's very difficult to be dedicated to it. So find something you enjoy and love and you're passionate about. And then dedicate all you've got to make it a success. And if you have those two things, I think with your passion and dedication, there is nothing that you cannot accomplish. Lucy: So when you think about yourself and your personal characteristics, what do you think has given you the advantage to be an entrepreneur? Anousheh: I think one thing that has helped me maybe is being an immigrant and coming to the United States. I had to basically build a new life for myself, and adjust very quickly to a new environment, new culture, learn a new language. So I think a lot of the fears and risk averseness that people may have develop living in a comfortable lifestyle and having everything be provided to them as they grow up. That sort of went away from me and made me sort of a person that would be willing to take risks and face the challenges and not be afraid of failure. Because being an immigrant and staring life over, you learn to be a survivor and how to face your challenges and basically overcome them. And that has been a great skill set that I've developed and has helped me in my career. Larry: I have a lot of empathy ‑‑ Pat and I both do ‑‑ for you moving into a new country. I understand you did not know English before you moved here. Is that true? Anousheh: Yes, that's true. Larry: And we've owned businesses and lived in five different countries. And other than Australia, the other countries didn't speak English. So I really had quite a learning lesson to go through. Pat and I, we've owned our own business together for 35‑plus years. So I just want to let you know, there's hope down the road. Larry: So with that, this is my litte segue into... How do you balance your busy, busy professional life along with your personal life and your family and everything else? Anousheh: It's difficult to balance it, but you find little things that basically take the stress away and help you refocus and get energy you need to face your new challenges on a daily basis. Of course, spending time with family is always good. I love the outdoors, so if I get a chance to go out and hike or bike around, that's always great. If I don't have time to leave, just listening to some music that I love reenergizes me and gives me that break I need to go back to whatever it is I'm doing. You have to find things that are accessible and doable in your busy life and try to fit some time in your schedule to just have time to yourself and be able to recoup and refocus. Larry: It's amazing, some of the things that you pointed out remind me of Lucy's favorite way of calling it ‑‑ not balance, but integrating. Anousheh: Absolutely. You have to find ways of integrating what you like into your business life. And it's difficult at times, but I think over time with experience, you learn how to do it. Lucy: I want to maybe inject a ninth question, even though we promised we'd only have eight. I think our listeners would probably love to hear a few comments from you about your insights from your space travel, especially since it's very relevant to the topic of adventure and entrepreneurship and technology. Anousheh: Just to give you a little bit of background. Even though my career was in telecommunications, one of my greatest passions since I was a little girl was to fly to space. And when I came to the United States, there were difficulties that I was facing because I was an immigrant, didn't have citizenship. So I couldn't become an astronaut, but I never gave up on that dream. And I told myself, and I believed, that one day I would be able to fulfill that dream. And my career in electrical engineering and being an entrepreneur is what ultimately helped me realize that dream. And it was a wonderful thing to be able to realize it while I had just celebrated my 40th birthday. It was a great sense of accomplishment and an experience that has changed my life and will be with me forever. It's given me a new perspective on life. And it helps me every day. For me, one of the things I do ‑‑ when you were talking about balancing your personal life and doing things you love ‑‑ when I'm very stressed out and I can't get out and I need to do something, I just close my eyes and try to remember what it was like to be in space and to float around. And that sort of brings back all of those good sensations and good memories, and it helps me to get through the day. Lucy: Well I know, for one, I'll be watching you, probably in your next company, doing something with space. Anousheh: I hope so too, because it's one of those things that when you do it once, it's sort of like an addiction. You want to be able to fly again, and I hope that I'll get a chance to fly again to space someday. And I'll let you know. Maybe the next company. Lucy: Maybe then they could take a 53 year old woman with her. Anousheh: There's no age limit. As long as you're young at heart, you can fly to space. Lucy: That would be so cool. Well Anousheh, you've really achieved a lot in your career. What's next for you? We know space travel is next. Anything else? Anousheh: There's a lot of things happening in my life. Of course, our company is in the very early stages and growing very rapidly, so that takes up a lot of my time. But I have also a personal passion for space and making sure that the space industry ‑ or the private side of the space industry ‑ grows and provides opportunity for people like myself who love to fly to space to do it. That's why I'm involved with the X PRIZE Foundation and creating opportunities to expand the whole private sector in the space industry. Also, global education is something that is important for me. Because I believe that our future is going to be built by our young generation. And being able to give them the best opportunity to gain all the knowledge they need, and to be able to use their imagination, and be able to maintain that imaginative mind they have when they're four or five years old and carry that imagination throughout their life. And be able to use the knowledge they gain from their environment and create something better ‑ something new and a world that's really peaceful and safe. That's something that I dream of, and I'm trying to do my part in making sure that environment is available to our young generation. Larry: Anousheh, I would like to just personally thank you, and I'm sure this is from all of us. The inspiration that came along with not only you being the first female private space explorer, but the idea of what you had to all go through behind it. From not understanding English, and working in a new country, and really exploring your passions between math and IT. And it's just been a great story that we will continue to carry that flag for. You're super. Anousheh: Thank you. It was a pleasure to talk to you guys today. Larry: By the way, you listeners out there, first of all, this will be on the NCWIT.org website. That's www.ncwit.org. And of course, we'll also have it on our blog and our podcast at w3w3.com, where you can download it 24/7. And Lee and Lucy and Larry ‑ the three Ls ‑ we want to thank you so much, Anousheh, for joining us today. Anousheh: Thank you. Larry: Thank you so much. Lucy: Thank you. Bye bye. Larry: See you soon. Anousheh: Bye. Series: Entrepreneurial HeroesInterviewee: Anousheh AnsariInterview Summary: On September 18, 2006, Anousheh Ansari captured headlines around the world as the first female private space explorer. Release Date: October 12, 2007Interview Subject: Anousheh AnsariInterviewer(s): Lucy Sanders, Larry Nelson, Lee KennedyDuration: 19:45

Audio File:  Download MP3Transcript: An Interview with Sangita Verma Founder and CEO, TAG Networks Date: July 3, 2007 NCWIT Interview with Sangita Verma BIO: Sangita Verma leveraged 13 years of executive experience in the videogame industry to found the world’s preeminent interactive games-on-demand network in May 2003 -- TAG Television. Providing a full service, turnkey solution, TAG Networks provides the nation’s first massively deployable games channel for cable and IPTV television. TAG TV lets players enjoy the timeless appeal of popular and brand-name games including Tetris®, Battleship®, Risk®, Barney™, and Thomas the Tank Engine™, as well as popular online games including Bejeweled™, Diner Dash™, and Bookworm™, and Texas Hold 'Em Poker. In her role as CEO, Ms. Verma has secured $20 in funding from private equity investors, established exclusive content agreements with leading game suppliers and global brands, and filed eight patents covering key proprietary technologies for delivering interactive content for cable and IPTV. A strategic planner, veteran marketer, and business visionary, she taps skills gleaned from a varied yet focused career to lead TAG Networks' management team of seasoned game, licensing, video-on-demand, interactive television, technology and consumer entertainment product specialists. Prior to founding TAG Networks, Ms. Verma worked with Midway Games, starting with the company in 2000 as director of worldwide syndication. Previously, she had her own online marketing company, Craig New Media, working with Panasonic and Psygnosis (a Sony Company) among others. Before that she was group marketing director for Panasonic Interactive Media Co. Her videogame career started at Data East Corp., where she managed the U.S. marketing activities and then moved on to establish and manage Data East’s European office. Sangita Verma is a member of the Entrepreneurs Foundation's CEO Council and was voted one of the Top 50 Most Powerful Women In Cable Technology by CableWorld magazine in 2006. She is also a member of the Women in Cable and Telecommunications (WICT) "Tech It Out" mentoring programming which encourages girls to consider technical career paths. She is a graduate of UC Davis, having earned a Bachelor of Arts degree in Economics. Ms. Verma lives in the San Francisco Bay Area with her husband and two sons. Lucy Sanders: Hi. This is Lucy Sanders. I'm the CEO of the National Center for Women and Information Technology, and this is another interview in a series of interviews with IT entrepreneurial women. And today, we're talking to the CEO and founder of TAG Networks, Sangita Verma. Hi, Sangita. How are you? Sangita Verma: Hi, Lucy. I'm great. Thanks for having me on your show. Lucy: Wonderful. With me today is Larry Nelson, from w3w3.com. Hi, Larry. Larry Nelson: Hi. I'm happy to be here, as you know. This is exciting. Lucy: Well, why don't you tell us a bit about w3w3.com, since these podcasts will be hosted on your site as well as the NCWIT site. Larry: Well, the short story is that we're an online business radio show. We started in '98, and we archive everything with pictures and audio, blogs, and podcasts. So that's us. Lucy: That's pretty exciting. Well, and we are excited to have you here today, Sangita. You have an awesome company. And I have to tell you, it must be every computer scientist's dream to work with a company that is so involved with gaming. And in fact, just to throw a little factoid in here, they did a survey recently of young men and women who decided they want to go into information technology, and in fact, many of them want to go in because of gaming. So, why don't you tell us a little bit about TAG Networks? It's a very exciting, on‑demand network for games. Sangita: Thanks, Lucy. You're right. Games are a lot of fun. They really are. I think that when it comes to technology, there's so many aspects that are very interesting, but I've never found anything as pure fun as the games part is. But, what we're doing at TAG Networks is we're creating the first games‑on‑demand television network. And so, as a consumer, you turn on your TV and you tune to a channel, just like you would HBO or MTV or BBC. The difference is that you can start playing games right there with your remote control that's already in your hand. The types of games that we offer are considered casual games, so we're not competing against consoles like Xbox 360 or PlayStation 3. I think, our games experience is more similar to what you would find on the Internet, at sites like Pogo or MSN Zone or AOL Games. So, it's puzzle games, card games, kids' games ‑ things like that. Lucy: It's a great concept, and I'm sure it's going to be extremely popular. And these are exciting times for you. I hear your company just raised a Series B on funding, and you're doing a scale‑up of your technology. Sangita: Yes. This is actually a very exciting time for us. When I describe it to people, I like to think that this is 1981 and we're MTV. We feel like we're just sort of right on the verge of taking off, and in a huge way. The trials that we've had at market with our cable operator partners so far have been phenomenal. It truly shows that consumers love games. They want to play games. They want to play them on a big screen. And if you make it easy right there for them, it's staggering the number of hours that they play and how frequently they play. So, we're very excited about that. And we're very excited that we've created some proprietary, amazing technology that is enabling us to be able to go to what I consider the next generation of TV networks. Lucy: Well, and maybe one more sort of incidental before we get into the interview. I have to say that NCWIT is having a reception pretty soon at the football stadium at the University of Colorado, and we have access to the JumboTron. Sangita: Oh, yeah. Lucy: And so, maybe, we could put a few games up there. It's on an IP network. It might all work. Sangita: That would be great. It's so funny you mentioned that, because when you think about one of the really popular things at a baseball game, as silly as it is, it's the little dot race game. Lucy: It surely is. Everybody loves it at the CU football games. Sangita: Right. Exactly. And so, there's a very, very simple application of a game, yet everyone loves it. I think, it just goes back to showing how people love games. Lucy: Well, and that gets us, maybe, into the interview, in terms of asking some questions about technology. I know TAG Networks has a lot of interesting technology that you have to use to deploy this type of game‑on‑demand network. But, other technologies that you see out there, Sangita, what are you seeing on the horizon that you think is especially cool? Sangita: I think that just the whole social networking phenomenon is very cool, and the technologies that are enabled by that. I think that it'll become even more interesting when it is tied across platforms and across devices. Right now, social networking is very big on the Internet, but it's growing on other platforms. For example, I had just read ‑ in fact, yesterday ‑ that Microsoft has the largest social network connected to the TV, via their Xbox Live service. And I think that as you start seeing these devices connecting people, and it's not limited anymore to a platform or device, that's where it becomes even more exciting. Larry: By the way, could we back up? I've just got one interesting question. How did you first get into technology? And then, tie that in with why are you an entrepreneur? Sangita: Oh, OK. Well, it's funny, because I don't think of myself as getting into technology. So, I kind of fell into the games industry. I was doing investor relations when I first got out of college. And I did that for a couple of years and decided that I wanted to do something that was a little more creative and a little more fun, and at a variety of different places, found a games company that sounded like a lot of fun. I didn't know anything about games at the time. This was back, gosh, 16, 17 years ago now. Nintendo was considered a kids' toy, was just taking off at that point. I started working for this games company called Data East and just fell in love with the industry. And I've watched how I think technology has progressed just amazingly across just about everything. I mean, the rate of acceleration of invention is incredible. But, in the games world, you really saw it, because you would see these eight‑bit games back in 1990, to what they're doing now on the Xbox 360. And that's all technology. That's all enabling entertainment. And so, as I got more into the games industry, I really started getting more into the technology that enables you to have a better games experience, to have a better consumer experience. So, it's funny, because I think when people think about technology, or certainly when most young women think about technology, which is where I was at that age, it didn't sound that fun. It didn't sound that glamorous. It sounded kind of nerdy. You had to know math. I think, all the aspects of technology that people really were harping on weren't necessarily the really fun things that technology can be, which is creating amazing user experiences and entertainment and platforms to be able to enable people to do the things that they want to do. And that's the part that hooked me and really got me into the technology aspect, as opposed to "I want to be a technologist." Larry: What about that leap to becoming an entrepreneur? Sangita: Oh. Gosh. You know? I don't know. I think, I just have always been one. It wasn't a conscious effort. It was just, I had an idea, I didn't see anyone doing it the way that I thought it should be done, and I just said, "You know what? I'm just going to do it." And I did it. There really was not a lot of thought. There wasn't a lot of pros and cons listed. It was just the thing to do. And I did it. Lucy: That's wonderful. I mean, I'm sitting here listening to your description of why you like technology, thinking that we need to have you come to our NCWIT meetings and carry that message, because that's exactly what we're up to is really trying to convey that sense of energy and passion and what makes technology so much fun. S Sangita: Yeah. And I was thinking about this, in preparation of us talking. When people think about becoming a doctor, for example, they just think about becoming a doctor and saving lives and what other aspects of it is it that really turns them on. They don't think about, "Oh, I've got to know physics. I've got to go to medical school for this." They don't think about all the little details that get involved in it. They just have the vision of what they want to be. And I think that, with technology in particular, we kind of miss that because, at least when I was in school, the dwelling was always on, "Well, you've got to do this. You've got to do this kind of math. This is what you've got to like to do." And the vision of what you can truly create wasn't ever shown as an end goal. Lucy: That's right. And I think that that's a really important message to get out there. So, Larry was asking a little bit about being an entrepreneur and what makes you tick in terms of being an entrepreneur. Who was it that influenced you along the way? Who, perhaps, is your greatest role model? Who's helped you along in this career path? Sangita: I think, it's a combination of things. I think, one, I've been very fortunate to work with just some fantastic people throughout my career. But, probably, the bigger driver was, when I started working with the games company back in 1990, they had a fantastic management team on board. I was 25 at the time, and I was excited that I would be able to learn from these people that were really good at what they did. Well, the company went through a series of changes, and, within a year, the whole management team was gone. And the next thing I knew, I was running all of North American marketing. Larry: [laughs] Lucy: [laughs] I'm not laughing because they were gone. It's just one of those moments in life, you know? Sangita: Yeah. I know. I joined the company in order to learn from these people, and then they disappeared, and I learned. It was trial by fire. It truly was. "You're in charge of North America. Now, go." And so, in hindsight, I think, maybe, that helped really instill my entrepreneurial spirit even more, because I didn't have a choice. I just had to learn. I had to do it. And it was very exciting. And of course, you make mistakes as you go, but you learn from them. And I think everything that I did up until I started TAG Networks kind of led to a culmination of where I am with TAG Networks and why we think we're going to be really successful. Larry: Let me ask this. It sounds like you've had an exciting and very fun career all this time. You've accomplished a great deal; you're on the road to accomplishing even more. What is something that maybe you've had to put up with a little that maybe you didn't get to overcome, you had to learn to live with, along the way? Sangita: Oh, that's a great question. I think, the only thing that I can say ‑ I'm kind of living it right now, frankly ‑ is you can only control what you can control, and everything else you just have to kind of roll with. That's a tough lesson. And it's tough for, I think, probably any entrepreneur, but it certainly is for me, because an old boss once called me I'm a steamroller. I just go and I get things done. And so, when you get stopped by things out of your control, it's difficult. Certainly, TAG Networks, our distributors are cable operators like Comcast and Time Warner, and IPTV companies like Verizon and AT&T. And anyone who has worked with those operators knows that they have their own timelines, and they're not necessarily your timelines. And so, I think that has been a challenge. It's just learning to become more patient. And that's hard to do. And it's really hard to do given the environment that TAG Networks is located in. We are literally across the street from Google. And so, we're right here in the midst of the Silicon Valley, where things happen so quickly, and it's hard to be working with industries where their speed is not the same as what is around you. Lucy: I hate it when I can't control things. Don't you? [laughter] Larry: Put your hand down now. Put your hand down. [laughter] Sangita: I'm getting better about it. But, it is hard. I mean, that's probably one of my hardest... Lucy: I think, it's hard, too. Hate it. I think that that's great advice, to sort of sit back sometimes and be patient and see which way things are going to kind of land, right? And I think, you probably have some other really great advice, that if you were giving advice to a young person today about entrepreneurship, what other things would you say to them? Sangita: Probably, the biggest thing ‑ and maybe it's a cliché ‑ is really, you need to be passionate about what you're doing. If you believe in your idea, then follow it. And then, the second part of that is, keep following it. Don't let people talk you out of it. Because it is amazing to me how many people either don't understand your vision, don't believe in your vision, or just don't think it'll work. They will get in the way. And if you let them talk you out of it, it's a mistake, because I find that when things are right, they all fall together in just the most interesting ways that you could not have planned for. Larry: Sangita, let me ask this. This is no time to be humble. I want you just to be straightforward about this. What characteristics do you have that make you a successful entrepreneur? Sangita: Oh, this is actually really easy for me to answer. I am tenacious. I do not give up. Larry: [laughs] Sangita: I don't take no for an answer. Frankly, I'm just a pain in the ass. [laughter] Lucy: We're kind of laughing because, in this series of interviews, this characteristic shows up over and over, maybe, slightly differently said ‑ relentless, persistent. I think, you said "steamroller." Larry: I think we ought to have an award called the "pain in the..." You know what I mean. [laughter] Sangita: It makes sense to me that that would be a strong characteristic of an entrepreneur, just given the obstacles that you run into. If you just gave up, you wouldn't get anywhere. And so, I think, it's the people that are willing to stick it out. And when I say stick it out, of course, you may need to make course correction, and you may decide an idea that you had wasn't quite right and it needs to be refined here or there. But, if you believe in a vision and keep going, and don't let things get in the way and deter you, at the end of the day I think you'll be successful. Lucy: I think, that's well said. And being an entrepreneur is just so much work, and you do have to be relentless and take risks and get out there. And yet, we recognize, too, that people have personal lives. They have causes they believe in. They do things with families and friends. So, we were just wondering, in your particular case, how do you personally bring balance into your professional and personal life? Sangita: That is probably the ultimate question. I went to a Women in Cable conference in New York, a couple of months ago now, and it was really refreshing for me because up on the stage were some very high‑powered women in cable speaking: Gerry Laybourne, who is, I believe, the chairman of Oxygen, and a few others. And the one comment that they made, which I think resonated with everyone, including myself, is, "There's no such thing as balance. You just can't do it, so don't even try." And I think, that's right. I think, you need to pick what is important, and you just can't do everything. So, for me personally, at this stage of my life, it's a business. It's TAG Network, and it's my family. I've got two little boys. I'm married. I've got a husband and two little boys, who are four and nine. And so, my life really is my family and my work. And what I've had to sacrifice are things like having a clean house and getting together with friends as much as I used to ‑ I don't do that anymore. And that's OK. I mean, I know that that'll change. It's just sort of a stage that I'm in at right now. And I think that when women try and do everything, where they try and have the cleanest house and the best‑behaved children and run a company and throw parties like Martha Stewart, that's where you get into trouble, because you just can't do it. It's crazy to try. Lucy: I don't want you coming over and seeing my house. [laughs] It doesn't look very good either. Sangita: Trust me. Then, I'll feel right at home. Lucy: [laughs] It doesn't look very good either. Larry: That wasn't a slip of the tongue when you said "trouble" and "Martha Stewart" in the same sentence, was it? Lucy: I don't think Martha gets to come over to our house either. Sangita: But, it's a matter of figuring out what the priorities are and realizing that something's got to give, and being comfortable with just saying, "OK. Let's let that part go for now. I'll come back to it when I can." Larry: Now, I'm going to put you on the spot. Sangita: OK. Larry: All right. You've already achieved a great deal. Thank you for sharing your personal, and professional, aspects of your life this past number of years. And I'd like to ask, what's next for you, above and beyond TAG Networks? Sangita: Gosh. That's a great question. Again, I am so focused, again, just on TAG and my family that I rarely poke my head up to see what else is going on. I do know one of the things that is important to me ‑ and as well to my husband, to us, I think, as a family ‑ is figuring out: how do we give back to the community? We've been so lucky that the next stage, that hopefully TAG is very successful and we'll sell it for millions of dollars and we'll have some time on our hands. What can we do then, to give back to the community? And so, we've got some ideas of different things that we'd like to do. So, I think, perhaps taking some time off to do, for lack of a better word, social venture work, or enabling other people to get to where they want to be, would be fantastic. Larry: Oh. A person after your own heart. Lucy: A person after my own heart. Well, thank you very much, Sangita. This has really been interesting. I think, you're very inspirational, and I know our listeners will get a lot out of hearing your advice and some of your experiences. And I just want to remind everybody to share this podcast with a friend. And I'd like to remind listeners where you can find these podcasts. You can find them at www.ncwit.org, as well as w3w3.com. And don't forget to share this podcast with a friend. Thanks very much, Sangita. Sangita: Thank you. Larry: Thank you. Series: Entrepreneurial HeroesInterviewee: Sangita VermaInterview Summary: Sangita Verma saw a void in the marketplace: games on TV, piped directly through your cable line. Release Date: July 3, 2007Interview Subject: Sangita VermaInterviewer(s): Lucy Sanders, Larry NelsonDuration: 17:17