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SHOW NOTES:SUMMARY: In this episode, Alicia Parr and Matt Zaun discuss a simple framework for motivating and aligning a team.FRAMEWORK MENTIONED:Affirm and reiterate beliefs, principles & values.Look what we've accomplished. We've done great things together already.(Localize to the audience whenever possible.)Acknowledge near term and current challenges.(Don't happy-talk like things aren't bad if they are. If things are bad or hard, then they are bad and hard. Simple.)(If things are good, talk about the new challenges that lie ahead to take things to the next level)Emphasize WE are ONE. We are in this together.AND we have more to do together. We will get through this together.(When things are bad and hard, we get through it by coming together. Together we get through this time. Together.)Create a believable image of the future, describe the longer view, which is positive even if the timeline is uncertain.(Just because things are bad and hard now, doesn't mean they will always be bad and hard.)By adhering to our beliefs, principles, values and stick together, we'll build that better future.(When we come together and use our creativity, love, and support of each other, we will not only make it through, we will create a future even better than before. Together, we create a better future.)Gratitude.(Sincere gratitude binds teams, soothes anxiety, and is the balm that we can't overdose on.)ALICIA PARR BIO: Alicia is the owner of Performentor, which provides full-stack fractional HR services.For more info, check out Performentor here, and Alicia here.MATT ZAUN BIO: Matt is an award-winning speaker and storyteller who empowers organizations to attract more clients through the art of strategic storytelling. Matt's past engagements have catalyzed radical sales increases for over 300 organizations that range from financial institutions to the health and wellness industry.Matt shares his expertise in persuasion with executives, sales professionals, and entrepreneurs, who he coaches on the art of influence and how to leverage this for profits and impact.For more info, check out Matt Zaun HERE.
Join me as I chat with Romain Torres, Co-Founder of Arcads AI, as we discuss his frameworks and strategies for finding and building profitable AI Apps. Learn his step-by-step formula to building and growth hacking apps. Episode Timestamps0:00 Intro00:49 Introduction to AI Apps and User Acquisition10:38 Product-Led Growth13:30 ASO (Apple Search Optimization)21:13 Organic Social Growth Hacks33:51 Paid Ads Strategy40:30 Creating Ads at Scale with AI Tools1) Three main strategies to grow mobile apps:• TikTok/Instagram organic growth• Paid ads (FB, TikTok, Google)• Apple Search Optimization (ASO)• Each has its pros and cons.2) ASO (Apple Search Optimization) 101:• Find keywords with high volume, low competition• Put keywords in app title• Optimize app store page conversion rate• Get reviews & high initial download velocity• Pro tip: Use AppFigures to research keywords & opportunities3) Organic social growth hack:• Create native-looking content (not ads)• Integrate app naturally into videos• Post consistently across platforms• Leverage micro-influencers for reach• Example: Travel buddy app crushing it with wanderlust reels 4) Paid ads strategy:• Test THOUSANDS of ad variations• Use AI to scale ad creation (tools like @ArcAdsAI)• Iterate on winning formats• Localize ads for different markets• Key insight: AI makes testing 1000s of ads feasible for small teams5) Case study: 17yo dev makes $400k/mo with AI calorie tracking app • Found trend on Reddit/TikTok• Built simple AI-powered app• Leveraged micro-influencers for organic growth• Iterated on viral formats• Lesson: Sometimes "overdone" ideas + AI + great marketing = $$$6) Monetization hack: Niche down existing app ideas• Examples:a) Dating apps for specific demographicsb) Bible app for womenc) Plant identifier for specific countries• Smaller audience, but higher conversion rates & less competition7) AI is leveling the playing field:• Easier to build MVP with ChatGPT• Faster ad creation & testing• Quick localization for global markets• You don't need VC $ to compete with big players anymore!8) Key takeaway: Success = Product-Market Fit + Execution• Find proven demand (ASO, trends)• Add AI "sizzle" to existing concepts• Execute relentlessly on product & marketing• Test, iterate, scaleWant more free ideas? I collect the best ideas from the pod and give them to you for free in a database. Most of them cost $0 to start (my fav)Get access: https://www.gregisenberg.com/30startupideas
Audra Pakalnyte, Partner at First Move, and Jeremy Au discussed: 1. Lithuania To Malaysia: Growing up as the youngest of three daughters, Audra's childhood was shaped by Lithuania's national post-Soviet transformation. Her parents' dinner table conversations about multiple entrepreneurial ventures taught her first lessons in business dynamics and the necessity for adaptability. These early experiences instilled a deep understanding of market dynamics and the entrepreneurial resilience required to navigate them. With serendipity and seeing the right opportunity, she moved to Malaysia and begun her startup journey with Khailee Ng and Joel Neoh at the first generation of local startups. 2. Adapt & Localize (Groupon Malaysia, KFit & Fave): Audra helped adapt and localize daily deals, exercise class subscriptions (KFit) and consumer payments to Southeast Asia. Says was acquired by Groupon and KFit pivoted to Fave which eventually bought back Groupon Malaysia. As an early employee and executive, she led teams to meet diverse market demands across the region's intended audiences. She shares her top learnings for founders looking to execute this strategy. 3. First Move VC Partner: In her transition to venture capitalism, Audra shared insights into establishing a VC fund that primarily targets early-stage consumer tech startups. With investments in over 16 early-stage companies, she underscored the critical role of understanding local consumer behaviors and market conditions. This knowledge guides her investment decisions and helps support her portfolio companies in scaling successfully across the diverse and fragmented Southeast Asian landscape. Jeremy and Audra also discussed her digital detox sabbatical, emotional resilience required for entrepreneurship and thinking through the right technology stack. Watch, listen or read the full insight at https://www.bravesea.com/blog/audra-pakalnyte Nonton, dengar atau baca wawasan lengkapnya di https://www.bravesea.com/audra-pakalnyte-id 观看、收听或阅读全文，请访问 https://www.bravesea.com/blog/audra-pakalnyte-cn Xem, nghe hoặc đọc toàn bộ thông tin chi tiết tại https://www.bravesea.com/blog/audra-pakalnyte-vn Get transcripts, startup resources & community discussions at www.bravesea.com WhatsApp: https://whatsapp.com/channel/0029VakR55X6BIElUEvkN02e TikTok: https://www.tiktok.com/@jeremyau Instagram: https://www.instagram.com/jeremyauz Twitter: https://twitter.com/jeremyau LinkedIn: https://www.linkedin.com/company/bravesea English: Spotify | YouTube | Apple Podcasts Bahasa Indonesia: Spotify | YouTube | Apple Podcasts Chinese: Spotify | YouTube | Apple Podcasts Vietnamese: Spotify | YouTube | Apple Podcasts Join us at Geeks on a Beach! Use the code "BRAVESEA" for a 45% discount for the first 10 registrations, and 35% off for the next ones.
The Transformation Ground Control podcast covers a number of topics important to digital and business transformation. This episode covers the following topics and interviews: How to Localize Your AI Strategy, Q&A (Darian Chwialkowski, Third Stage Consulting) ERP Implementations the Right Way (Brett Beaubouef, Digital Transformation Author & Consultant) How Agile Leads to Digital Transformation Failure We also cover a number of other relevant topics related to digital and business transformation throughout the show.
The Astros are rolling and the NBA schedule has been released ! Also Could JJ comeback?
Growing, packaging, transporting, and distributing food is a major source of society's emissions, accounting for approximately 26% of annual global emissions. Reducing the impact of food production is critical to bringing society back within the planetary boundaries, and Wayne McIntyre, cofounder and CEO of Montreal-based Relocalize, wants to “Decarbonize and hyper-localize food & beverage manufacturing.”The company is developing technology and a business strategy for decentralized food production using automated microfactories that are placed close to major consumer markets. It promises retailers “full control over their supply chain” in exchange for providing just 1,200 sq. feet of space for Relocalize's operation. The result, Relocalize claims, will be up to 30% savings on products, 90% less CO2 emissions, and other operational savings because the food does not need to be transported long distances. You can learn more at https://www.relocalize.com/
Federal Tech Podcast: Listen and learn how successful companies get federal contracts
After hundreds of interviews with tech innovators I have concluded they are all trying to accomplish the same thing: tell how they can help get the word out that they may have a slice of the solution for federal information technology. One of the best ways to “get the word out” is through a community of interest. During the interview today, Derek Weeks details his success in forming a community around Development Operations, or DevOps. In fact, he has published a book detailing that wildly successful endeavor: Unfair Mindshare LINK One of the keys is to listen to problems and gaining a deeper understanding of the challenges in remedying complex tech concerns in the federal government. The community is called DevOpsDay https://devopsdays.org/ Derek and a colleague started with an idea to have a couple of hundred developers have access to each other in an informal meeting. It became so popular that it has blossomed into a group of 30,000. Some key takeaways ·Start with a user-lead experience. There is no use in guessing what topics will be of interest to the community. Reach out personally to dig deep into current issues and concerns. ·Give without expectation. User generated content is closest to the problems than anything from the marketing department. Content from sponsors as well as from members should be shared willingly. ·1,000-hour rule. There is a commitment of at least 1,000 hours a year to accomplish a successful community. This is not a “set it and forget it” initiative. Careful nurturing and growth of the community needs a real effort. ·Localize community relationships. We have seen meetups all over the world. One way to get the word out is to contact like-minded professionals. A problem in Sao Paulo, Brazil could be the exact concern in Kigali, Rwanda. ·Sustaining the relationship is as crucial as beginning it. Derek gives specific tips on maintaining the relationship over the long haul. The success of community building tells us more about software developers than anything else. Aggressive pitches will be discounted. Generic email blasts are outdated. Digital natives appreciate authentic experiences. This means that a community leader does not look at a member of a community as a “prospect” but as a “person.” = = = Want to leverage you next podcast appearance? www.podscorecard.com Connect to John Gilroy on LinkedIn https://www.linkedin.com/in/john-gilroy/ Want to listen to other episodes? www.Federaltechpodcast.com
Episode 571: Sam Parr (https://twitter.com/theSamParr) talks to Jason Lemkin (https://twitter.com/jasonlk ) talk about the 7 rules of building a $100M business. Want to see Sam and Shaan's smiling faces? Head to the MFM YouTube Channel and subscribe - http://tinyurl.com/5n7ftsy5 — Show Notes: (0:00) Jason Lemkin's first million (4:19) The rules of getting to a 9-figure exit (5:32) Rule 1: New minimum is $400K per employee (7:58) Rule 2: Go multi-product (9:40) Rule 3: Your second product must be bigger than your first product (11:05) Cheat code: Double your prices (13:48) Rule 4: 30% of your revenue is international (15:43) Rule 5: Localize your product (19:05) Cheat code: Remove friction (22:42) Rule 6: 100% net revenue retention (29:01) Business models that won't get you there (33:38) $100M conferences (39:35) Rule 7: Don't raise double digit millions — Links: • Saastr - https://www.saastr.com/ • HLTH - https://www.hlth.com/ — Check Out Sam's Stuff: • Hampton - https://www.joinhampton.com/ • Ideation Bootcamp - https://www.ideationbootcamp.co/ • Copy That - https://copythat.com • Hampton Wealth Survey - https://joinhampton.com/wealth — Check Out Shaan's Stuff: Need to hire? You should use the same service Shaan uses to hire developers, designers, & Virtual Assistants → it's called Shepherd (tell ‘em Shaan sent you): https://bit.ly/SupportShepherd My First Million is a HubSpot Original Podcast // Brought to you by The HubSpot Podcast Network // Production by Arie Desormeaux // Editing by Ezra Bakker Trupiano
Join David Brown and Ryan Thompson, Co-Founders and Co-CEOs of ACTIVZ, on "Adapt and Localize: Keys to Global Growth in Direct Selling." Launched in 2017, the Utah- based company defied convention and chose to focus exclusively on the Hispanic market by launching in Mexico. Omnichannel and multinational, ACTIVZ is growing rapidly. In this episode, discover their international expansion strategies, personalized approaches and tech tools that catapulted them onto an elite list of direct selling organizations with four consecutive years of revenue growth!
Let's Localize with John and Landry. Rockets are on fire and Is the expectations too high for Joe Espada. Also what do managers do ?
Artist, designer, technologist, writer, and Israeli peace activist, Mushon Zer-Aviv shows us why binary partisanship in the Israeli-Palstinian conflict hurts everyone, and what to do about.
In this 154th episode, I share my daily reflection posted on Twitter @bryoncar, from Jan 15th - 19th, 2023 Check out the WHOLE SPOTIFY PLAYLIST I put together with all the listens mentioned below: >>> bit.ly/SpotifyFreshAirAtFiveE154Playlist
Podcasting 2.0 January 19th 2024 Episode 164: "Let's Get Local" Adam & Dave Reveal Phase 7 and Localize the Fedification ShowNotes We are LIT Wavlake enters the room Fedification Andrew's PWA is boosting Sam's plea for activity streams Dashboard changes for associating new feeds with current ID's Phase 7 Phase 7 - The Plan · Podcastindex-org/podcast-namespace · Discussion #554 · GitHub Boosting for the Big Knob New Outlook Decried as a "Surveillance Tool for Targeted Advertising" - Thurrott.com Ai Action item list ------------------------------------- MKUltra chat Transcript Search What is Value4Value? - Read all about it at Value4Value.info V4V Stats Last Modified 01/19/2024 14:50:22 by Freedom Controller
Podcasting 2.0 January 19th 2024 Episode 164: "Let's Get Local" Adam & Dave Reveal Phase 7 and Localize the Fedification ShowNotes We are LIT Wavlake enters the room Fedification Andrew's PWA is boosting Sam's plea for activity streams Dashboard changes for associating new feeds with current ID's Phase 7 Phase 7 - The Plan · Podcastindex-org/podcast-namespace · Discussion #554 · GitHub Boosting for the Big Knob New Outlook Decried as a "Surveillance Tool for Targeted Advertising" - Thurrott.com Ai Action item list ------------------------------------- MKUltra chat Transcript Search What is Value4Value? - Read all about it at Value4Value.info V4V Stats Last Modified 01/19/2024 14:50:22 by Freedom Controller
Introduction to Michal Kessel Shitrit, localization and UX writing specialist.Michal's journey from translator to UX writing and localization expert.Discussion on the role of communication between content creators and translators.Challenges in localization: lack of context and constraints in content creation.Emphasis on the importance of UX writing skills for translators.Approaches to structuring localization processes in various company sizes.Benefits of working directly with linguists or localization managers.Overview of popular localization tools like Localize, Phrase, and CrowdIn.Integration of these tools with design platforms like Figma.The impact of AI and machine translation on improving localization efficiency.The necessity of human involvement for quality assurance in localization.Tips for planning a localization project, considering language requirements and feature prioritization.Iterative approach to localization and adapting to changing needs Check out our free UX Writing course hereFollow Michal on Linkedin
In The Loop, Hour 1 - Landry and Lopez talk the differences of Week 2 and Week 18 against the Colts, Lopez's concern about a certain group that could be a weakness and Localize it.
HOUR 1 - Shaun Bijani and John Harris fill in for this hour. They dive into what's behind the Texans' loss to the Jets, this being a big week for adjustments over at NRG Stadium, and Localize the refs needing to show CJ Stroud the same respect they show other star QB's
Welcome to episode 183 of the In Search SEO podcast. What are the key ways to localize your web presence for international SEO? That's what we're discussing today with Andrew Martin. He worked in SEO for a publisher, a biotech, and an international NGO. He's a technical SEO with 20 years of experience in web builds and SEO. Find more episodes here: Similarweb Blog: similarweb.com/blog/tag/in-search-podcast/ Spotify: open.spotify.com/show/0oHtT9uxDHCinknlMq8lPe iTunes: https://podcasts.apple.com/us/podcast/the-in-search-seo-podcast/id1441454613
The end of the year provides a huge fundraising push for Utah nonprofits, and Giving Tuesday — today! — kickstarts the giving season. In a past life, City Cast Salt Lake host Ali Vallarta was a nonprofit development director. She joins executive producer Emily Means to share the do's and don'ts for charitable giving this season and maximizing your local impact with even just $5. Sign up for the 2024 Point-In-Time Count. Consider becoming a founding member of City Cast Salt Lake today! It's the best way to support our work and help make sure we're around for years to come. Get all the details and sign up at membership.citycast.fm. Subscribe to our daily morning newsletter. You can also find us on Instagram @CityCastSLC. Looking to advertise on City Cast Salt Lake? Check out our options for podcast and newsletter ads. Learn more about the sponsors of this episode: Tecovas at City Creek Mattress Warehouse Learn more about your ad choices. Visit megaphone.fm/adchoices
The end of the year provides a huge fundraising push for Utah nonprofits, and Giving Tuesday — today! — kickstarts the giving season. In a past life, City Cast Salt Lake host Ali Vallarta was a nonprofit development director. She joins executive producer Emily Means to share the do's and don'ts for charitable giving this season and maximizing your local impact with even just $5. Sign up for the 2024 Point-In-Time Count. Consider becoming a founding member of City Cast Salt Lake today! It's the best way to support our work and help make sure we're around for years to come. Get all the details and sign up at membership.citycast.fm. Subscribe to our daily morning newsletter. You can also find us on Instagram @CityCastSLC. Looking to advertise on City Cast Salt Lake? Check out our options for podcast and newsletter ads. Learn more about the sponsors of this episode: Tecovas at City Creek Mall Mattress Warehouse Learn more about your ad choices. Visit megaphone.fm/adchoices
This is no BS gaming podcast 2.5 gamers session #85. Sharing actionable insights, dropping knowledge from our day-to-day User Acquisition, Game Design, and Ad monetization jobs. We are definitely not discussing the latest industry news, but having so much fun! Let's not forget this is a 4 a.m. conference discussion vibe, so let's not take it too seriously. Panelists: Jakub Remiar, Felix Braberg, Matej Lančarič Youtube: https://youtu.be/lrllOFo3dLg Join our slack channel here: https://join.slack.com/t/two-and-half-gamers/shared_invite/zt-235cralar-rzJNo5gNa~yrYrrun7PDjQ Agenda: 00:00 Epic intro 01:00 HIT conference chit-chat 03:04 real agenda 04:20 Black Friday Admon absolute tip 13:00 5 UA killer tips 20:22 Go-to websites for memes 22:21 Leo from Wish 26:20 Localize or Pedro Pascal? 33:50 Super effective creative research 34:10 Look at Nexters, and you are good? 35:29 Soft launch sonar volume 3 37:54 Very lazy start of Softlaunch sonar 47:42 A new generation of mobile games 57:08 Best as last! ZZZ from Hoyoverse --------------------------------------- Please share the podcast with your industry friends, dogs & cats. Especially cats! They love it! Hit the Subscribe button on YouTube, Spotify, and Apple! Please share feedback and comments - matej@lancaric.me If you are interested in getting UA tips every week on Monday, visit lancaric.substack.com & sign up for the Brutally Honest newsletter by Matej Lancaric Latest article - https://lancaric.me/11-tips-for-killer-user-acquisition-ops-q4/ Do you have UA questions nobody can answer? Ask Matej AI - the First UA AI in the gaming industry! https://lancaric.me/matej-ai Creative brief example: Quick brief idea - STRATEGY DECISION: The champion is the main character on each side's team. Since we have to make a strategic decision, this will be the main topic of this creative. We have to decide - going back and attacking from defense? Or jump with our champion on an enemy field with a heroic win (or lose) Scenario: We are zoomed in on our champion. The camera zooms out so we see the whole map The scene goes dark, only our hero is visible. The headline will show up as “CRUCIAL STRATEGIC DECISION” Option 1: Attack from defense Option 2: Attack with all power We click on Option 2 We see gameplay and our hero jumps on the enemy's field and dies after a battle :( The screen goes dark again with the headline “WRONG X” Endscreen with the headline: “Can you do better?” Button: Try no/End screen if win “The best defense is a good offense” Button: Play now/ Progression concepts: Quick brief idea Day 1 vs. Day 30This creative is showing progress in a game. The screen is divided into 2 parts. On the left side, we see literally first-day gameplay: heroes & troops are on a basic level there is a headline DAY 1 in a creative On the right side is exactly the opposite with the headline DAY 30 There is so much more to try! --- Send in a voice message: https://podcasters.spotify.com/pod/show/two-half-gamers/message
This episode is your secret weapon for staying ahead in the real estate game. It's packed with tips on embracing virtual reality, becoming a local market expert, spicing up your marketing, offering financial wisdom, nurturing client relationships, and so much more! And guess what? I've got all the tools and resources right at your fingertips. Episode Highlights:
Im letzten Jahrzehnt haben sich viele neue Initiativen und Netzwerke im Bereich zivilgesellschaftliches Engagement und Kultur entwickelt, die sich mit migrantischen Identitäten beschäftigen. Soziale Medien haben dazu beigetragen, die Migrant:innen-Empowerment-Bewegung zu stärken und gesellschaftliche Missstände sichtbar zu machen. Doch wir stehen noch am Anfang einer echten gesellschaftlichen Teilhabe. Diese Folge unseres Podcasts wurde live auf dem Localize Festival in Potsdam aufgenommen. Mit unseren Gäst:innen Dr. Vivian Kube, Rechtsanwältin bei FragDenStaat, und Daniel Heinz, politischer Bildner & Politikwissenschaftler, diskutieren wir die Hürden für Migrant:innen in der deutschen Bürokratie, Fortschritte der letzten Jahre und Visionen für die Bekämpfung von Diskriminierung. Shownotes: Localize Festival: https://localize.cargo.site/ FragDenStaat: https://fragdenstaat.de/ Bildungsstätte Anne Frank: https://www.bs-anne-frank.de/
Lead Story: Heterogeneous neuroimaging findings across substance use disorders localize to a common brain network Nature Mental Health This study used network mapping approaches and a functional connectome from a large cohort of healthy participants (n = 1,000) to test whether neuroimaging abnormalities across substance use disorders map to a common brain network. Starting with coordinates of regional brain atrophy from 45 studies, researchers found that 91% of the neuroimaging findings mapped to a common brain network specific to substance use disorders compared to atrophy associated with normal aging and neurodegenerative disease. Coordinates of functional MRI abnormalities from 99 studies mapped to a similar brain network. Neuroimaging abnormalities across substance use disorders map to a common brain network that is similar across imaging modalities, substances, and lesion locations that cause remission from substance use disorders. Read this issue of the ASAM Weekly Subscribe to the ASAM Weekly Visit ASAM
The localized Texans POV and division hopes for the Texans with greedy Lopez.
Stefan Repin is the founder of LuckBoosters, a company helping B2B companies with complex and long sales cycles grow demand and close more customers through full-cycle marketing and sales practices. He's worked all over the world, growing companies by adapting sales techniques to meet specific industry needs while respecting local culture. Stefan helped one client, a Belgian software developer, enter the South African market. The company's software consolidates data gathered by drones, information critical to the mining, agriculture, and oil and gas industries rife within the country. Stefan advised the company to build relationships with key opinion leaders to help with introductions. To develop the new relationships, prospects were invited to participate in a company podcast. Twenty agreed, receiving a brochure and a customized toy plane as a personal thank you. At the same time, Stefan knew that mail delivery and Internet service were inconsistent throughout the country, so he worked with the software company to send three copies of the same material to ensure that potential buyers received the information sent to them. Similarly, the company made available an offline version of its software. Stefan advised the company to be more direct – and more persistent – in its outreach than it would have been in Europe because it's how business is done, locally. Relationship-building took time, but in the end paid off for the company. Another client, Platforce, conducted outreach into Southeast Asia via webinars. Stefan knew that local buyers wouldn't respond to Internet or email invitations, so advised the company to call each prospect with a personal invitation. In the end, webinars combined with dinner and a custom presentation worked to build trust and sales. Stefan sees increased sales whenever a company supports a local representative and translates company brochures and related information. Many clients have limited budgets for localization so he asks his client companies to translate marketing material after securing at least five prospects, followed by website translation after just one sale. Building a landing page or microsite based on translated marketing material maximizes the investment. “Trust” is the recurring theme throughout, he adds – translated, localized content builds and nurtures local relationships. Links: Website: https://www.luckboosters.com/ LinkedIn: https://www.linkedin.com/in/stefan-repin-b2boperations/?originalSubdomain=ie Connect with Wendy - https://www.linkedin.com/in/wendypease/ Music: Fiddle-De-Dee by Shane Ivers - https://www.silvermansound.com
Hour 1 Shaun and John react to Sunday's game and give their takeaways from the game. Localize it some bold predictions for the AFC South.
How would you rate the Packers offseason in 2023? Ben joins a tiktok dance happening outside the studio. 1 or 0. Ben gets some advice on gooch grease.
This week it's another longer form interview. We're joined by Ophelia Brown, managing partner of Blossom Capital, a VC fund that's backed the likes of payments company Checkout.com, crypto exchange Moonpay and HR platform Localize. She sat down with Sifted's Amy Lewin to make her case for a crypto comeback, as well as giving some harsh words on the political mismanagement of the UK tech sector.
NYC Developer and PropTech Investor, Eric Brody, sits down with LocalizeOS's CEO, Omer Granot. Localize believes that artificial intelligence has the power to transform the way real estate agents do business. By leveraging deep technologies, they help agents amplify their reach and create new opportunities. Whether it's connecting with more qualified buyers, streamlining their workflows, or scaling their business, they are dedicated to providing real estate agents and brokerages with the services they need to succeed. Should we make a deal with Localize? Tune in and find out! Where to find Them: IG: https://www.instagram.com/localizeos/ LI: https://www.linkedin.com/company/localizeos/ TW: https://twitter.com/localizeos Where to find Real Tech Talk: IG: https://www.instagram.com/realtechtalk/ FB: https://www.facebook.com/realtechtalk TW: https://twitter.com/realtechtalkpod Where to find Eric Brody: IG: https://www.instagram.com/e_brody/ LI: linkedin.com/in/ericbrody1/ Interested in becoming a sponsor? Being a guest? Joining the investment fund? Contact: eric@rttpodcast.com About Real Tech Talk: Leading developer, investor and native New Yorker, Eric Brody, bridges the gap between technologists and PropTech by having no nonsense, frank conversations with the minds behind some of the hottest new PropTech innovations. As someone with skin in the game on both sides of the deal, Brody invites the folks behind technologies he genuinely finds interesting to come present their product. The question is - do these new players actually make an impact in the real world of construction? Someone needs to bring the big ideas down to the ground level and determine how they will actually change the experience, if at all. Having raised over $2 million and counting for a PropTech investment fund himself, Eric Brody is tapped into this burgeoning scene with a unique, necessary perspective.
"How do you make a global brand work in hyper localized markets?" Sarah Soteroff, Sr PR Manager (US & Canada) at Too Good To Go joins us this week to talk about the food waste revolution, hyper localized comms, and bringing a European concept into a North American market.In this episode Sarah tells us about: Educating consumers on food waste via promoting cost savings Working across B2B and B2C How motivations for purchase differ between geographies --------------Subscribe to our podcast on your favourite platforms: Apple Podcasts Spotify Google Podcasts Amazon Music Other platforms Have ideas for our next episodes? Connect with Meagan, VP Marketing at Dig Insights, on LinkedIn.Enjoying our podcast? Leave us a review!Connect with us here: LinkedIn Website
Schools need to improve their interactions with these families more than ever. One crucial strategy may be website localization, as parents and students visit it regularly for information. There are seven steps to creating localized websites. For more information or help with your school website, contact School Webmasters at 888.750.4556 or visit www.SchoolWebmasters.com and request a quote!
Check out Aussie English Podcast wherever you listen to podcasts Find Pete's website here: https://aussieenglish.com.au/ Follow Business English Podcast from All Ears English for episodes that focus 100% on presentations, small talk in business, English meetings, and more. Go here to follow the new podcast: https://link.chtbl.com/businessenglish?sid=allearsenglishpodcastshownotes Get transcripts: https://www.allearsenglish.com/subscribe Learn more about your ad choices. Visit podcastchoices.com/adchoices
NTD News Today—11/29/20221 Heavy Policing in Beijing After Protests2 Blinken, Pompeo Voice Support for Protesters3 UK Leader: 'Golden Era' With China is Over4 EBU Condemns Aggression Towards Journalists5 Wall Street Down on Apple and China Fears6 Biden's 'Soft' Response to Chinese Protests7 Corr: CCP 'Can't Hold the People Back'8 National Protests Make CCP 'Look Weaker'9 Chinese Regime 'Trying to Localize the Blame'10 Kari Lake Not Backing Down11 Katie Hobbs Sues Arizona County12 GA Runoff: Single Day Early Voting Record Set13 Election Certification Deadlock in Pa County14 Reelected Rep. Dies After Cancer Battle15 McCarthy Could Lose Key Votes for Speaker Bid16 New Faces in Democrat House Leadership17 Possible Ban on Chinese-military Made Chips18 Twitter CEO Elon Musk Declares War on Apple19 S.Korea's Yoon Aims to Attract Tesla Factory20 Idaho: Students Return to Class After Murders21 Study: Americans and Handguns22 $100Bil Paid Out in Life Insurance in 202123 Whole Foods Stops Selling Maine Lobster24 G7 Urges ICC Probe of Russian Leadership25 Russian Troops 'Join Drills in Belarus'26 U.S. Approves Possible Arms Sale to Finland27 France: Ban on Unvaxed Health Workers to Stay28 Europol: 49 Arrested, 30 Tons of Drugs Seized29 Lipizzan Breeders Hope for Unesco Status30 Researchers Study Beached Pilot Whale Samples31 Brazil's National Museum Reopens to Public32 Indian Artists Preserve 900-year-old Heritage33 US-Iran World Cup Match Mired in Controversy34 Wales St. Renamed Ahead of World Cup Game35 Turmeric's Ability to Prevent, Treat Cancer36 Gaslighting' is Word of the Year37 Orion Breaks Record for Distance From Earth
Kathryn Read is an international sales and marketing consultant with over 25 years experience developing niche products in emerging markets. She helps companies breakthrough international barriers in Europe and Asia, creating successful entrepreneurs and a thriving global marketplace. With her consulting and mentoring, Kathryn firmly believes that business is done between people and therefore places her focus on building strong relationships that form a solid foundation. When you look at your foreign markets as an entrepreneur, you need to ask yourself, are these the same consumers that I would have at home? Do they value the same things as my existing consumer base? How do I need to communicate the right message? It's really important not to assume that things in your home market would work abroad. You need to do your market research. Action Tips Don't assume that the things that work in your home market are going to work in the market that you are looking to go into abroad. Do plenty of research, prepare a strategy and be very clear about your USP - what makes your brand special? Localize your content (not just translate!), so that it comes off genuinely to the local audience. Connect with Kathryn Read -Website: https://kathrynread.com - LinkedIn: https://www.linkedin.com/in/kathrynread/ - Youtube: https://www.youtube.com/channel/UCq9mPtlxp-P301Ef-5ZHWaQ - Instagram: https://www.instagram.com/international_expansion_kr/ - Pinterest: https://www.pinterest.com/InternationalExpansion/ Get access to our Spotify playlist with all of our guests' favorite songs: https://powerful-marketers.com/podcast/ Find out more about Powerful Marketers: https://powerful-marketers.com/ What inspires Kathryn: Fave song: "Flying Home" by Benny Goodman Fave quote: "When we're trying to solve difficult issues it's sometimes necessary to talk to adversaries as well as friends. Historians have a word for this: diplomacy." — Madeleine Albright Timecodes 0:00 Introduction 2:26 Introducing Kathryn Read 3:04 Kathryn's first experience living abroad 5:53 Kathryn's first experience selling to international markets 8:17 Working in different countries 13:47 Tips for small companies 16:34 The culture is important 18:08 Content factor 31:07 How to sell services to other countries 32:29 The importance of connections 35:53 Building meaningful relationships 38:33 Connect with Kathryn Read 40:32 Do your research 43:56 What inspires Kathryn Quotes “Mistakes are the best way to learn.” - [09:55] “For a small company, you need to start out with having the commitment of the management board or the owners to really go into export because exporting can be a really good way for small companies to grow their business and their profitability.” - [13:47] “Look at the culture of the country that you are looking to expand into because it's not just what are their preferences for the kinds of products and services.” - [16:34] “It's very important for you to build the relationships, because if you're selling services, somehow the relationship stands even more in the foreground of any kind of contract than it does if you're selling a product.” - [33:22] “I think every business owner should be comfortable with being uncomfortable.” - [41:41]
Kathryn Gonzalez and Chris discuss the evolution of design systems from centralized to localized and how DoorDash's design system team is evolving as their system matures. Guest:Kathryn Gonzalez is the head of design infrastructure at DoorDash, where she leads design systems design, design systems engineering, accessibility, and prototyping. She was the first designer and front-end engineer at DoorDash and has been living at the intersection of design and engineering for her entire career. She loves startups, sports, and fashion and is a proud queer woman of color from the South.Host:Chris Strahl is co-founder and CEO of Knapsack, host of @TheDSPod, DnD DM, and occasional river guide. You can find Chris on Twitter as @chrisstrahl and on LinkedIn.View the transcript of this episode here.Sponsored by Knapsack, the design system platform that brings teams together. Learn more at knapsack.cloud.
Localizing and personalizing an application is separate from the language used in the interface. Kip Cole explains how the mismatch of computers with the culture of our audience creates friction we may not even be aware of. In fact, our benign app may be unintentionally offensive to millions of people! Kip created the libraries ex_cldr, money and tempo to help Elixir developers localize applications in a culture aware way. What does that mean? It means using minimal information we can infer how names should appear, how numbers are represented, the assumed numeric rounding rules, first day of the week, the calendar being used, and more! Show Notes online - http://podcast.thinkingelixir.com/120 (http://podcast.thinkingelixir.com/120) Elixir Community News - https://github.com/phoenixframework/phoenixliveview (https://github.com/phoenixframework/phoenix_live_view) – LiveView v0.18.1 and 0.18.2 were released - https://twitter.com/mcrumm/status/1575571809470070784 (https://twitter.com/mcrumm/status/1575571809470070784) – PhoenixProfiler plugin updated for LiveView 0.18 - https://github.com/mcrumm/phoenix_profiler (https://github.com/mcrumm/phoenix_profiler) - https://podcast.thinkingelixir.com/88 (https://podcast.thinkingelixir.com/88) – Previous interview with Michael Crumm about PhoenixProfiler - https://news.livebook.dev/how-to-query-and-visualize-data-from-amazon-athena-using-livebook-4dfQ5y (https://news.livebook.dev/how-to-query-and-visualize-data-from-amazon-athena-using-livebook-4dfQ5y) – Livebook blog tutorial post showing how to use Amazon Athena - https://aws.amazon.com/athena/ (https://aws.amazon.com/athena/) – Amazon Athena service page - https://github.com/phenixdigital/phxlivestorybook (https://github.com/phenixdigital/phx_live_storybook) – PhxLiveStorybook released v.0.4 - https://github.com/phenixdigital/phxlivestorybook/blob/main/CHANGELOG.md (https://github.com/phenixdigital/phx_live_storybook/blob/main/CHANGELOG.md) - https://podcast.thinkingelixir.com/117 (https://podcast.thinkingelixir.com/117) – Previous interview about PhxLiveStorybook - https://supabase.com/blog/postgres-wasm (https://supabase.com/blog/postgres-wasm) – Supabase open-sources PostgreSQL on WASM - https://dockyard.com/blog/2022/10/01/liveview-native-weekly-update-4 (https://dockyard.com/blog/2022/10/01/liveview-native-weekly-update-4) – LiveView Native - weekly update 4 Do you have some Elixir news to share? Tell us at @ThinkingElixir (https://twitter.com/ThinkingElixir) or email at show@thinkingelixir.com (mailto:show@thinkingelixir.com) Discussion Resources - https://twitter.com/wiebemarten/status/1557852447414132739 (https://twitter.com/wiebemarten/status/1557852447414132739) - https://github.com/kipcole9 (https://github.com/kipcole9) - https://2022.elixirconf.com/speakers/kip-cole (https://2022.elixirconf.com/speakers/kip-cole) – Time algebra - a new way to think about and work with time - https://github.com/kipcole9/tempo (https://github.com/kipcole9/tempo) – Tempo library - https://github.com/kipcole9/money (https://github.com/kipcole9/money) - https://github.com/elixir-cldr/cldr (https://github.com/elixir-cldr/cldr) – ex_cldr - Elixir implementation of CLDR/ICU - https://www.amazon.com/Astronomical-Algorithms-Jean-Meeus/dp/0943396611 (https://www.amazon.com/Astronomical-Algorithms-Jean-Meeus/dp/0943396611) - https://github.com/kimlai/tz_world (https://github.com/kimlai/tz_world) - https://www.iflscience.com/what-is-a-leap-second-and-why-do-amazon-facebook-and-google-want-to-scrap-it-64625 (https://www.iflscience.com/what-is-a-leap-second-and-why-do-amazon-facebook-and-google-want-to-scrap-it-64625) - https://github.com/kipcole9/money (https://github.com/kipcole9/money) Guest Information - https://twitter.com/kipcole9 (https://twitter.com/kipcole9) – on Twitter - https://github.com/kipcole9/ (https://github.com/kipcole9/) – on Github - https://elixirforum.com/u/kip/summary (https://elixirforum.com/u/kip/summary) – ElixirForum Find us online - Message the show - @ThinkingElixir (https://twitter.com/ThinkingElixir) - Email the show - show@thinkingelixir.com (mailto:show@thinkingelixir.com) - Mark Ericksen - @brainlid (https://twitter.com/brainlid) - David Bernheisel - @bernheisel (https://twitter.com/bernheisel) - Cade Ward - @cadebward (https://twitter.com/cadebward)
Felix built his entire flexpat career on his own by co-founding a German beer brand in Shanghai. This episode shows us how Felix localizes his German brand starting in a completely unknown market for him. Learn about his skills to hire and lead his Chinese team, go along with Chinese speed and create an open company culture of respect and transparency. What are the key skills to be successful in China and how you can prepare for all kinds of challenges? Felix will answer these around an exciting story of a German brand localizing into the China market. About Felix: Linkedin: Felix Wendlandt About Verena: Linkedin: Verena Lupprian
On today's episode, Deanna sits down with Will Murphy, Head of Global Diversity, Inclusion, and Belonging (R&D) at Amgen. As the lead of the company's DEI arm, he strives to spearhead a division with a deep commitment to fostering the culture of belonging where diversity is celebrated and inclusion is the norm. Will aims to take on how he leads the segment of a big organization with individuals from all walks of life, and how the company experiences DEI resistance. He will also enlighten how he overcomes these push backs and the synergy between the work and internal segment which plays a big role in his day-to-day operations. TOPICS IN THIS EPISODE What brings Will Murphy Joy Resistance or Push Backs against DEI Why DEI Resistance Occurs How to Handle Push Backs Synergizing Business Strategy and Internal Culture Resourcing a Champion at the Organization How to Localize the Strategy RESOURCES: Will's LinkedIn: https://www.linkedin.com/in/wmurphy89/ Will's Twitter: https://twitter.com/wbmurphy89 Deanna's LinkedIn: https://www.linkedin.com/in/deannasingh/ Justin's LinkedIn: https://www.linkedin.com/in/justin-ponder-1200b72b/ Uplifting Impact LinkedIn: https://www.linkedin.com/company/upliftingimpact/ Facebook: https://www.facebook.com/purposefulhustle/?ref=page_internal Instagram: https://www.instagram.com/deannasingh1/?hl=en Uplifting Impact YouTube: https://www.youtube.com/channel/UCNs1RS6JqrU7BHeOc5W6SbQ Uplifting Impact Website: https://www.upliftingimpact.com/?hsLang=en WHAT'S NEW Uplifting Impact is excited to announce Actions Speak Louder, the latest book by author and DEI expert, our very own, Deanna Singh. This book, available starting May 31st, 2022, is a step-by-step guide on how to create change and inclusivity both in the workplace and beyond. In this book, Deanna seeks to answer questions for organizations and teams of all sizes on how to create more inclusivity. Actions Speak Louder creates a blueprint for those who are ready to read, take action now, and build a better tomorrow. Order Actions Speak Louder NOW: https://www.upliftingimpact.com/actions-speak-louder-book **The Bridge Builder Institute will launch later this year (2022). Launch date to be announced in the near future!** Other Conversations We've Enjoyed The Intersectional Aspect of Greater Inclusion Diversity, Equity and Inclusion: Digital Equity Learn more about your ad choices. Visit megaphone.fm/adchoices
Happy Labor Day - if you're in the US go hug a union member. Also - Happy Hank Got a Vintage Shortscale Day!Your buds push through some Hank pain to talk a bunch about his birthday present, a 1968 Gibson EB-2 bass in Cherry finish with hilarious added EMG pickup. Shorty!Also discussed: AC15 updates, Marshall Amp anniversary, Chicago Music Exchange hangs, Fulltone shutdown and OCDs going wild, stolen George Harrison Les Pauls, Mark Morton making the leap to Gibson, FN Meka and AI art, Janet Jackson crashing Windows, The Cars and Elliot Easton, and the potential pedal of the year from MXR and Analogman - the Duke of Tone.Localize it, as they say.
The quality of your team can either make or break your business expansion. Coming on board as a chief operating officer at Localize, a real estate tech-focused company, Omer Granot was saddled with the responsibility of expanding the organization from its base in Israel to the United States. So he mapped out an effective strategy […] The post Emerging Into New Markets With Results-Driven Strategies appeared first on SweetProcess.
References Dr Guerra's lecture sytheses Scientific Reports volume 5, Article number: 15292 (2015) --- Send in a voice message: https://anchor.fm/dr-daniel-j-guerra/message
Mark Ridley, Co-founder and COO of GreenShootsFX talks to us today about cross-border payments or “FX” (foreign exchange). With over 30 years in international banking, he is loaded with suggestions and solutions for avoiding common mistakes in international payments and receipts. He explains why you lose when you work only in US dollars and how to avoid the #1 issue of not knowing what you don't know about FX. Mark passionately and clearly, entertains and educates us in this important area of global marketing. Links: www.greenshootsfx.com Connect with Wendy - https://www.linkedin.com/in/wendypease/ Connect with Mark - https://www.linkedin.com/in/markridley73/ Music: Fiddle-De-Dee by Shane Ivers - https://www.silvermansound.com
Join our conversation with Ronit Avni, Founder and CEO of Localized. Localized is a talent tech platform that connects employers and industry experts to the 100M students and recent graduates in emerging markets whose schools don't have robust alumni networks or career services infrastructure. Ronit and Maren discuss remote work, global hiring, startups, and venture capital. You can learn more about Localize at www.localized.world. Connect with Ronit online on LinkedIn and Twitter. See more: https://blog.avratalent.com/ See omnystudio.com/listener for privacy information.
Join us this week to learn how to localize your Amazon products with Scott and Jana Krekic.
When signals are lost during surgical correction of complex spinal deformities, one available tool for localizing the site of injury is the dynamic spinal cord mapping technique. This valuable technique has gained popularity largely due to Dr. Lenke's work in popularizing it for this purpose. In this episode, Dr. Lenke is interviewed about how he uses this technique, what information it provides, and how it influences his surgical strategy. Featuring: Richard Vogel, PhD, DABNM Co-Chair, Section on IONM Neurological Monitoring Associates, LLC, Milwaukee, WI Lawrence Lenke, MD Co-Chair, Section on Spinal Deformity Columbia University, New York, NY Disclosures: Vogel, Richard: Board of Directors: American Board Of Neurophysiologic Monitoring (Nonfinancial, Examiner for Board), American Society Of Neurophysiological Monitoring (Nonfinancial, President of the Society (2019-2020)); Other: Nuvasive (Salary); Speaking and/or Teaching Arrangements: Neurophysiology Services Australia (None); Trips/Travel: North American Spine Society (Travel Expense Reimbursement), University Of Sydney (Travel Expense Reimbursement). Lenke, Lawrence G.: Consulting: Abryx (B), EOS TECHNOLOGY (None), Medtronic (F); Grants: Fox Family Foundation (A), Scoliosis Research Society (D, Paid directly to institution/employer); Other: AOSpine (D, Paid directly to institution/employer), Broadwater (B); Research Support (Staff and/or materials): Adult Symptomatic Lumbar Scoliosis (B, Paid directly to institution/employer), Complex CADS ISSG (E, Paid directly to institution/employer), Confirm S2AI Screw Placement By Routine Fluoroscopy (B, Paid directly to institution/employer), EOS Imaging (A, Paid directly to institution/employer), Fox Pediatric Spinal Deformity Study (A, Paid directly to institution/employer), Scoliosis Outcome Database Registry (A, Paid directly to institution/employer), Scoli-Risk-1 (B, Paid directly to institution/employer), Tropical Application Of Tranexamic Acid To Reduce Blood Loss In Spine Surgery (E, Paid directly to institution/employer); Royalties: Medtronic (I), Quality Medical Publishing (A); Trips/Travel: AOSpine (B), Broadwater (B). Key: A: $100-$1,000; B: $1001-$10,000; C: $10,001-$25,000; D: $25,001-$50,000; E: $50,001-$100,000; F: $100,001- $500,000; G: $500,001-$1M; H: $1,000,001- $2.5M; I: $2.5M+
Going for that long drive into international markets can be a tricky shot for any growing e-commerce business. There are any number of hazards and unexpected obstacles along the way that you'll have to avoid or overcome. Harley Abrams, Operations Manager at SuperSpeed Golf, has already played through to the greens beyond, and has some important pointers for you to pick up. Localize your user experience: An international customer already has the frustration of dealing with higher delivery costs and currency exchange rates, so don't unintentionally make shopping out-of-country any harder. Make sure the digital storefront they land on is already set for their nationality or region, with item prices and sizes already converted. A reliable and relaxing shopping experience will bring customers back every time. Have a clear SEO line of sight: It's hard enough to get attention in your own market, but you're fighting for space twice as hard in any foreign sectors. Make doubly sure your search lines are clear and direct to avoid inefficient cannibalization by other pages on your site, and know how customers in those regions and languages think about your brand and search for products. Adapt your SEO to the consumer's vernacular, not yours. Be aware of regional practices and standards: While common enough in North America, minimum advertised pricing is outright illegal in some markets, while others may demand a more grounded and registered level of involvement or complicated tax laws, necessitating expensive and time consuming business permit applications and regional accountancy. Don't let yourself get caught off-guard or unawares, as the penalties can be devastating. Buy out your distribution partner: Occasionally you have to take a calculated risk and venture off the beaten path, like SuperSpeed Golf did. Buying out your distribution partner and bringing everything you need in-house, so that you have more direct control over your deliveries, logistics and packaging, is an option for the very few, but should not be missed out on. Being able to adapt the process to best suit your business and customers needs, and those alone, fosters a closer sense of engagement between you and your consumers, along with clearer communication, as your brand is present every step, assuring the highest quality service always. Our Sponsors https://www.omnisend.com/rolledup/ (Omnisend) - https://getshogun.com/ (Shogun) - https://www.shipbob.com/rolledup (ShipBob) - https://gorgias.grsm.io/pitstop (Gorgias)
How do you localize the audio in games? Yago Sagrado from Keywords Studios is here to guide you through the process of audio localization from start to finish. I got to talk about video games again. Yay! Welcome to part 1 of our interview where you'll learn: The best way to get into the game industry Why it's good to know multiple disciplines What exactly is part of audio localization How to localize songs Why are day one patches so huge How casting works in game localization What is adaptation 4 actors in the booth... drunk?! This is episode 39 of my social practice, also known as The Localization Podcast :) #localization and #translation insight delivered to you by the power of voice, this time with Yago Sagrado García. If you want to see our beautiful talking heads, head to YouTube https://youtu.be/GsN6gyLXiGc Thank you for listening and enjoy :)
These days, it's getting harder to imagine a future where America is home to a robust local media. Part of that comes down to a punishing financial climate for local news, compounded by the ravages of corporate consolidation and private equity and venture capital ownership: In a 2018 report, the University of North Carolina's Hussman School of Media and Journalism found that more than one out of every five newspapers had closed over the preceding 15 years, and that some 1,300 communities across the country had no newspaper at all. Equally disturbing, though, is how local coverage seems to be shifting: In a study of 100 communities located outside of major news markets from that same year, Duke University found that only 17 percent of local news articles in circulation were region-specific—and that more than half of the stories published were syndicated from elsewhere. As the need for up-to-the-minute public health information amid the coronavirus pandemic drives an uptick in local news subscriptions, the scale has likely tipped at least slightly in favor of journalists producing more original and localized news. Still, as long as the media industry remains beholden to a broken ad-revenue model—one predicated on capturing as many eyeballs as possible, on social media platforms that are largely agnostic of geography, for infinitesimal returns—it's hard to imagine a major course-correction any time soon. Of course, the crisis isn't unique to small towns. This week's guest, Los Angeles native Jeff Weiss, is no stranger to the heartbreak of watching the newspaper the shaped your understanding of the city where you grew up, and the people and institutions within it that are worth fighting for, become a shell of its former self. Three years ago, when a group of Republican-donor investors purchased the LA Weekly and laid off almost the entirety of its editorial staff, the writer and editor was so rattled by the gutting of his favorite alternative weekly that he organized a boycott of the publication. Then he teamed up with a group of local journalists and editors—many of them, like Jeff himself, former contributors of the alternative culture bible—to start a print magazine called The LAnd. Focused on telling local culture and politics stories from a distinctively Los Angeles perspective, the publication is celebrating the release of its third issue this summer. Fittingly with the events that birthed it, the theme this go-around is the future of Los Angeles. Jeff, the magazine's editor-in-chief, wrote over 6,000 words about how a corrupt and racist police force, vampiric real-estate developers, and a bloated and ineffectual local bureaucracy prevent the city for actually living up to his reputation as one of the most progressive cities in the world; The Culture Journalist's Andrea Domanick, another former LA Weekly contributor, reported a series of interviews with local venue owners about what a post-pandemic Los Angeles nightlife might look like. And there's also a great piece about the future of the city's dim sum scene. Over the past 15 years, Jeff has developed something of a cult following for his imagistic writing style and tireless advocacy of indigenous Los Angeles culture—both through his rap-centric POW site, which he has expanded to include a record label since he started it in 2005, and through writing for places like the Washington Post, Los Angeles Magazine, and The Ringer. On this week's episode, we talk about the stories that don't get told when local media disappears, Weiss' ongoing coverage of rapper Drakeo the Ruler's legal battle, and why the place where you live will always be a much better source of meaning and inspiration than the Internet. Read more by Jeff“Policy of Truth”“What I Saw at the Revolution: A First-person Account of the L.A. Protests”“The Age of (Not That) Innocence” Follow Jeff on Twitter Join Jeff and Andrea this coming Wednesday, September 9 at 6pm PST for a LAnd-hosted panel discussion about the future of the music industry in Los Angeles, with Kyambo "Hip-Hop" Joshua, Cypress Moreno, and Rosencrans Vic. It's on Zoom, so you don't have to actually be in Los Angeles. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit theculturejournalist.substack.com/subscribe
Guest: Oliver Jay - Head of Global Sales & Partnerships @Asana (Board Director @Grab; Formerly @Dropbox, @NEA, @HBS) Guest Background: Oliver Jay is the Head of Global Sales & Partnerships at Asana. Prior to Asana, he scaled the Dropbox sales team from 20 to 100 people across multiple geographies. Previously, Oliver worked at Morgan Stanley and New Enterprise Associates (NEA) where he invested and worked alongside entrepreneurs in consumer internet, cleantech and enterprise SaaS companies. Oliver earned his B.A. from the University of Pennsylvania and his MBA from Harvard Business School. Guest Links: Website | LinkedIn | Twitter Episode Summary: In this episode, we cover: - Top Talent: 4 Hiring Criteria & Step x Step Recruiting Process - The International Expansion Playbook - Upstream: Product-Market Fit to Freemium to Enterprise - Building Sales Engines - Self Serve, Online Sales, Enterprise, Partnerships & Channel - 3 Criteria for Picking Horses (the Right Hypergrowth Companies) - The Role of Unit Economics for Sales & Marketing Leaders Full Interview Transcript: Naber: Hello friends around the world. My name is Brandon Naber. Welcome to The Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented and highly skilled Sales and Marketing minds on the planet, from the world's fastest-growing companies. Enjoy! Naber: Hey everybody. Today we have Oliver Jay on the show. OJ is they call him. OJ is the Head of Global Sales at Asana, a $1.5 billion valuation company, a Unicorn with $213 million capital raised. Prior to joining Asana, he scaled the Dropbox Sales team from 20 to 100 people across multiple geographies. Dropbox IPO in 2018 $9.6 billion valuation. Previously Oliver worked at Morgan Stanley and New Enterprise Associates, NEA. We invested and worked alongside entrepreneurs in consumer internet, clean tech and enterprise SaaS companies. OJ is also on the Board of Directors for Grab, who has a $14 billion valuation and $9.1 billion capital raised. OJ earned his BA from the University of Pennsylvania and his MBA from Harvard Business School. Here we go. Naber: Oliver Jay, awesome to have you on the show. Thank you so much for joining us. Oliver Jay (OJ): I'm so glad to be here, Brandon. Naber: Excellent. Thank you. It's July 4th. I'm sure you don't have anything better to do, so I'm really glad that you're spending it with me this morning. and I really appreciate your time. So we've got a lot to talk about. We're lucky enough to know each other personally and professionally, so I get to talk about some of my favorite things and hear about your story personally, and we'll hop into professional as well, hop through some of your career journey and ultimately, spend the bulk of our time in your professional journey, talking about a lot of the strengths, experiences, and ultimately superpowers that you've built up over time, that you've been able to study about, but also execute on that at several different, really, really high growth businesses. So let's start with on the personal side, little bit about you growing up, a little bit about what you were like as a kid. I mean, Hong Kong, Concord, New Hampshire, Philadelphia, New York, Boston, San Francisco, Sydney, San Francisco 2.0, been all over the planet. And I'd love to walk through you as a kiddo and talk about some of your interests, some of the things you're interested in, and then your journey through school. And then we can get into some professional stuff. Maybe in five to seven minutes, et's talk through what was OJ as a kid? Oliver Jay (OJ): Awesome. Yeah. Well, so I grew up in Hong Kong. My parents are still there. And, I think even as a child I was always, I was the Lego kid, I was the builder. I was a total nerd throughout. And I excelled in math and science. Not a surprise. And it got to a point where my parents were , okay, math is only going to get you so much here. So they then sent me to boarding school in New Hampshire. Naber: And that was St Paul's? Oliver Jay (OJ): And that would be St Paul's. So I went there. That was my entry to the US was a ninth grade. Naber: Nice. Excellent. So, what were some of the interests you had or the hobbies you had when you were a kid? Oliver Jay (OJ): My main thing was tennis. Tennis was my major hobby growing up. And I think a lot of who I am came from just that sport, because that sport, just like any sport, requires you to be excellent. You just have to be, continue to grind away. A lot of, how I think actually came from that sport and competing, learning how to lose graciously, learning how to stay calm when there's, when it's things are looking rough. When you're down a set, what do you do? I'm thinking about how do you change your tactics in real time? That all comes from tennis. Naber: Absolutely. Especially in an individual sport. We have to be so iterative. Where you do things a thousand times in practice, and it just becomes a transaction when you're in the actual match. That makes a lot of sense. So when you moved to St Paul's, and you were in Concord, New Hampshire, out of your comfort zone, tell us about that transition. And then let's talk about some of the things that you were interested in when you were in New Hampshire and high school. Oliver Jay (OJ): Boy, so the interesting thing was Saint Paul's is one of the top high schools in the US, and that's pretty much all my parents knew. And my parents said, you're very strong in math and science, but your English sucks, and it's just really bad. And they're like, you need to supercharge that. And so they looked at the list, I think it was a US News and World Report list. And they had a couple rankings and some names that people have heard of, Exeter, St Paul's, whatever. And then so I applied and got in. And I mean St Paul's is a real school, in that it's academics is intense. And it's in the middle of nowhere. I mean, you're literally in the woods. I grew up in Hong Kong, I grew up in the heart of the jungle, a concrete jungle, and then I'm literally moved into a jungle. The school had, I think 200 acres. And I mean, it was nuts. But I learned to adapt. I learned about the American way. Yeah, it was tough, but it was certainly, also the best four years of my academic career. Naber: Nice. Very cool. And did you play tennis when you were there? Or what were some of the activities that you were doing? Oliver Jay (OJ): Yeah, yeah. I was on the tennis team, I was captain of the tennis team there. We were decent, we were decent. I did that, and then I was just lots of part of lots of clubs. But honestly, high school was tough for me. I didn't have that much spare time. Obviously, it should be clear, I have tiger parents, right? Obvious. So I did play a violin as well, but I was terrible at it. But I did the orchestra thing, but I was, I was so bad, so bad. But I survived, and I was okay. But I mean, I just, I worked so hard because my English level was far, far, far, behind my peers at school. Naber: That must have been so challenging. Learning all that curriculum at such a high level, while you're learning how to master the English language yourself. That is immensely complex. Oliver Jay (OJ): It was crazy. It was crazy. But, it changed my life. Because when I went to college, I studied philosophy, politics and economics. I went to Penn, right? So I didn't go to Wharton and just do a bunch of math and talking about strategy. I mean it's funny, I'm in business now. It's so easy compared to a career, or studying old philosophy texts, and debating, and writing papers or why you disagree with Socrates. I mean that's...But if I didn't go to St Paul's, and then of gotten out of my comfort zone, I wouldn't have done that. Naber: That's cool. That's actually a really good way of looking at it. The most challenging class I think I've ever had in Uni was my logic class, my philosophy class - deductive reasoning, and logic, and going through all those different frameworks, and squaring everyone from old philosophers, and folks that...it's just almost, it feels it's impossible with their life experiences to contend and debate with. But that's, that's really interesting. You moved to U Penn. Why did you decide to choose U Penn? Oliver Jay (OJ): Actually it was specifically because I really liked this program. So PPE, philosophy, politics and economics, is the most popular major in Oxford, in the UK. And Penn was one of two schools that adopted this program. It sounds fancy. Sometimes when I tell people that, it sounds I tri-majored. It's not true. It's more than one, but, it's this integrated curriculum of three disciplines that I think are really, really tied together. So that's why I went to Penn, for that program specifically. Naber: Got It. So I won't tell anyone you didn't tri-major, but it sounds really, really stimulating. So you were at U Penn, What were some of the things you're interested in at U Penn? Before we get into your first job. Oliver Jay (OJ): Like I said, Saint Paul's really opened my eyes to the world of humanities, and that's why I really loved that. But my interest had always been in business. You grow up in Hong Kong, you're going to be in business or you're a doctor, right? Or maybe a lawyer. It's just what you do, and it's in my blood. And so even when I was in high school, I was reading Peter Lynch books on how to invest. And so I've always been interested in business, but I took a couple of business classes and I was like, especially the management ones, and I was like, this is ridiculous. I'm not gonna pay this tuition to learn how to work as a team. Not to dismiss it, but I'm like, I don't think I'm going to have a chance again to, to read about Immanuel Kant, and how he thinks about the world. So in college, what I did was I spent most of my time academically on humanities, and then extracurricular was where I got scratch my itch on business. And my biggest thing there is I started the Wharton China Business Society. And back then, it was 2000. China had just gotten into the World Trade Organization, this was before China is the China we know it as today. But you knew it was going to be big. And it's cool, that society is still running now. I'm still getting their emails. Well they keep asking me to for donations. Naber: That's how you know you made it. All right, cool. So you're you go through UPenn, you tri-major, obviously we talked about that. And you're interested also in studying business. I know you've always been interested in studying companies. I don't know if that's at the cost of studying people, but I know you've always been interested in studying companies. Is that when that started? Or did you get more practical with investing at Morgan Stanley, at NEA, at Harvard, before you started studying companies a lot? Oliver Jay (OJ): I think the turning point was Morgan Stanley. I mean it was probably that summer internship. I just find it really fascinating. So when I got to Morgan Stanley, and I picked Morgan Stanley because I always liked tech as well. So I've always been a geeky, nerdy guy. And so at Morgan Stanley, I joined the tech team. And I ended up joining team that covered hardware. So companies Cisco, Juniper, and all the companies that died, Nokia, Motorola, they don't exist anymore, Nortel. But I just found it so fascinating to think about how a lot of these companies basically sell commodity hardware. A Cisco router is not that much better than Juniper router, or vice versa back then, at that point. Naber: That's like a nightmare for software, I mean you're selling on features and pricing. Oliver Jay (OJ): Exactly, exactly. And, but you were able to see very, very different trajectories. A lot of these companies no longer exist. A lot of them are still strong today. And that's just because of a different strategy that companies took. And I had the opportunity to go really deep. So that's why I joined equity research as opposed to a lot of my colleagues that joined investment banking to work on IPO's and deals. Because, it's probably my humanities background in education that I had led me to want to dig in deep, as opposed to more of a transactional finance job. And that's why I ended up in equity research. And through that experience I've really got to learn how to dig into companies. Naber: Yeah. Very cool. That's a great transition. So while you're at Morgan Stanley...What's the top thing you learned from Morgan Stanley? The top learning you had, before you moved into NEA. And then we'll hop into NEA after that. Oliver Jay (OJ): Ooh, top thing from Morgan Stanley. I actually, I have two things in my mind. So can I give you two? Naber: Give me 10 if you want to, I've got time. Naber: Yeah. Yeah. So the first, is I think of all places, I was extremely fortunate. And I had two great Managers at Morgan Stanley. They were my first bosses. And they say your first Manager really impacts you and your career, more than any other, right? I was just so fortunate because normally you don't get that on Wall Street. Naber: Yeah. Statistics aren't on your side. Oliver Jay (OJ): And I got placed with Scott Coleman and John Marchetti, and they were up and comers. And they rose through the ranks, and so they know what it took to move up. And they just had a very empowering mentality from the beginning. So they just pushed me, and I always asked for more. But every time, they just really gave me great feedback, pushed me, I learned so much. And they empowered me so much that by the second year I was they put me on stage at the Morgan Stanley tech conference, interviewing tech CEOs. And I was like 2 years out of school. And I think that was a very formative experience because I got to benefit from that, and I know what that did for me, and my career, and my confidence. And we'll talk more later about building teams and managing teams, but I've taken a lot of that philosophy from them. I was so lucky. I mean, that would be the number one thing. I will give you that, that was my number one thing I got from Morgan Stanley. Naber: Nice. That's great. I mean, you're going to talk us through NEA. I mean you've worked for incredible companies, and you're on team building. Let's talk about that. Hiring great teams. One of the things that I know is your superpower from hearing from other people, from talking to you personally, talking to you professionally. But the result speak for themselves. You've hired incredible individuals that I know, because I used to work with them, or I know people that used to work with them, are just the best at what they do. And you consistently do it time, over time, over time. What's I'd love to hear is one, what's that hiring philosophy that you took away from those guys, as well as any additional things you've applied today? And then we can talk a little bit about your actual process. Because clearly there's something you're doing in execution that is better than most, if not better than almost all. So what is your philosophy around hiring that you took away from those guys as well as how you think about it? And then we'll talk through the process like, candidate profiling strategy, how do you attract and recruit, how do you close? So we'll talk about those things as well. So, what's on your mind? Naber: I love building teams. I mean, it starts there...let me start with why I care about it. And I think for me, that's literally why I think...That's where I find meaning in my life. Bringing in high potential talent and seeing it grow, and creating opportunities. And I've always thought of myself, on my deathbed if I'm seen as the Y-Combinator of talent, I'll be really, really happy. And so because of that, I think that it impacts what I look for, because I really look for people who I believe we can go on a journey together, and they can learn from me and I can learn from them, and we're going to achieve great things together. That's the high level mentality that I have. I really don't look at...no matter how senior or whether someone's a fresh-out-of-school graduate. I think I can learn something. If I can't learn something from you, then I don't think you're a good fit. But that's how I see it. And so it's interesting, at Asana, we recently distilled down what are our Sales attributes, the hiring profile, not profile, but what are the attributes or values, depending on how you define it, that we look for. And I was very, very involved you can imagine, because in many ways I think I codified the things that I really value. So there are four pieces that I really care about in every single person that I hired. No matter, again, fresh out of school or you're going to run EMEA. The first is someone who really "pursues excellence". What I mean by that is, I want to see evidence that someone knows what excellence means. Because in high growth companies, you're growing 100%, 200% early on, 300% in the super early days. Every knows...information is everywhere now. So you can imagine you've got great competition. And so, you gotta go for people who really, really...Well, if you're not excellent, you don't even have a chance. You don't even have a chance to survive. And so, if you're fresh out of school, and I'm digging into your profile, and I don't see one thing...And I don't care, it could be a violin. If you've gotten really good at violin, I'm like, oh yeah. And this is sometimes why I think some of my best hires have been teachers. Because, gosh, if you can teach, especially if people from Teach for America, if you can teach math to inner city kids who have no interest in math, okay, you've pursued excellence here. And I think in this world, you either get it or you don't. You've either seen excellence, and you know what that means, and what it takes to be great, or you just don't. And it's very binary, and you can tell very quickly. So someone who does that is something I value a lot. The second piece is, we're calling it, you "lead with empathy". And in Sales, of course, if you don't have empathy, you're not going to understand your customer's needs, and you're not going to relate to them. You're not going to build a good relationship with them. But I think a lot of this is also empathy just in terms of how you work together, right? Like in Sales...you never win because of Sales. This is a huge thing, where a lot of times I've talked to other founders and they're like, oh, okay, it's time to monetize, but I need to hire some Salespeople. Those Sales people are gonna fail, right? Because Sales is just a part of a bigger engine, because you've got to work together. And working together is fricking hard. It's really hard. So if you don't lead with empathy, you're not going to know how to work together cross-functionally. In Sales, what do Sales people say all the time, every single Sales person, every single Sales leader, I need more leads. Marketing's not developing more leads for me. I'm like, okay, great. Tell me more. How could they be developing more leads for you? And why? Most people can't answer that. If you can't answer that, just like with a customer, you're not going to be able to partner with Marketing to generate the leads that you actually want, right? It's not transactional. So anyways, so leading with empathy I think is something really important. And really behind that, what I'm looking for is self awareness, right? In a fast growing company, you don't have the time to coach every single person. You really don't. I've got some Managers right now who are managing 14 people because we're just growing that fast. And I couldn't hire Managers fast enough. That means that of the 14 people, honestly, they're not each individually getting the top quality mentorship that, say, I got from two guys at Morgan Stanley. But, if I hire people who are self-aware, they're going to teach themselves. They're going to look for ways to learn. And that combined with pursuing excellence, you're going to get good people. The third piece is what I call, someone on our team defined it as, "do the hard". And this is simple, this is like, you've got to grind. I mean, no one has achieved excellence without grinding away. And Sales is really tough. I mean, literally it is the definition of a grinder job. But also, do you take shortcuts? Sometimes the hard way now is actually the easy way long term. And that's what I look for. Are you willing to do, the hard work today so they easier for you later. And the last thing we call it "ascending together", which is your ability to work as on a team. It's like, thinking like an owner, right? That's something LinkedIn, I think it was one of Jeff's big things. It's one of my big things too. I remember when I was Morgan Stanley, that's what John Mack said when he was running the company. Now this is a big bank, Morgan Stanley. When he first said that, I was like, yeah, how am I going to change the trajectory of Morgan Stanley as a first year analyst. But, I did think that way, I really did, and I love that. So, those are some of the high level qualities that I look for in anybody. Naber: Nice. That's awesome. One follow up on that, that was really well articulated, thanks. And the one follow-up on that...Do you have a particular process you go through? Let's talk about hiring directly on your team, your team, your directs. Do you have a particular process you go through around candidate profiling, attracting that candidate, and you reaching out to them either personally, or the message that you craft? Going through the recruitment, and interviewing process, and then closing. Do you have any tactics that you think completely set you apart from, maybe what other people do, just based on the results that you've gotten? You know that they work. Oliver Jay (OJ): I don't know if it's differentiated, but I'll tell you how I approach it. I think the first step is you really have to understand the nuances of the role that you're trying to hire for. This is a mistake I see a lot in companies. Especially early stage companies, at some point they have like 10 Salespeople, they're hitting quota, kind of. And then the Board's like, you need a VP of Sales. And then they go and the hire some kind of recruiting firm, and they load them up with VP Sales candidates, and they just hire someone to do VP Sales. And that happens every day. And, I think there's so many nuances to the rule. What kind of Sales? How do you want to build it? And, what types of talent would you want this person to bring in? And, so I am a big believer that you don't know how to hire for that role unless you've done that job yourself, for at least a quarter or two. I think as you get better, you use pattern matching and shortcut. But in the beginning, you have to do it yourself...in the Sales world, so you know what type of companies are you really, really going after and such. And so that's my first step. Because even though I'm desperate for bandwidth, and I would just love to hire someone right now to just take the job, if I don't dig in myself, I don't think I'll hire her right, the best person for that job. So that's first, and I think that helps a lot downstream, and I'll come back to it. Second is, I leveraged my network. So I leverage my network, and I go talk to people. You and I have talked. I'm like, hey, I'm looking for this person. And now I know what I'm looking for, right? Who's the best two people you know? And I don't need to recruit them, but I want to talk to them. Naber: You do this a lot. You do this a lot. To the point where sometimes I know you're in the market for someone because either I'm close with someone that might be one of the best in the market, and I'm hearing that you had a conversation because he or she and I will talk, and hear that, OJ had a conversation. You do this, it is perpetual, it is in your nature, perpetually to do this all the time. Oliver Jay (OJ): And I think part of it is, I find it interesting, right? It's like, you get to learn. It's free education, why not? And so I constantly do that, that's true. And then I get referrals. I remember when I moved out to Australia to run, to start Dropbox APAC, and back then LinkedIn when you were there, LinkedIn was one of the top SaaS organization. Smaller than Salesforce, but the talent was super high quality, right? I canvas the top three layers. I talked to every single person across Sales, Marketing, Talent Solutions, everybody...and that's how I met great people Gareth. So, that's step two. Step three is then obviously building that list and talking to people. And I think this is one where, I don't know if it's different, but I do it myself. I do it myself. I reach out. I mean, I'm looking for a Head of BD right now. I'm the one who's InMail'ing people. I don't outsource it to a recruiter. And I think that makes a big difference. Because if you're a top talent, you want to hear from...you want your best shot at this person, right? So I do it myself. And when I get in touch with these people, and I think this is where having done the job yourself for at least a quarter to really, really make a difference, because then now you can talk about the role in a much more sophisticated way. You're not like, I'm just hiring someone to run east coast...Someone is interested it when you're able to map the distinct qualities needed for someone to be successful in a certain role, and why that candidate is a perfect fit. Naber: There's something ultra sexy about that. There's something ultra sexy about that from a candidate perspective. Oliver Jay (OJ): Because the candidate, people have choices. There's so many great companies out there. And what candidates want to know, ultimately no matter where and who, is that they're going to be set up for success. And so I think that comes across when you actually know what you're looking for, and then you can talk about why that person...Hey Brandon, I'm talking about you, and you specifically, because of XYZ, and that XYZ is exactly what I'm looking for. And that makes it a lot better. And then I also think a lot, again, you gotta develop that relationship, especially if you're hiring General Managers...If you treat it as just a process, that's where I've seen these things fail. I mean, I've seen bad hiring practices, even at Dropbox where I was, where you meet a lot of hiring mistakes. It was when you make these critical roles that you just rush through a process. I'm gonna go find an executive recruiter from, they're gonna bring me 20, and then I'm going to whittle it down to three, bring people back onsite, pick one. Those almost never work out because you don't have that trust developed, or you can't close. Because that trust has not been built up throughout the process. Oliver Jay (OJ): Those are great. Those are great. All right. I feel people are going to be furiously writing down notes in audience, much slower than you can talk about this stuff. All right, let's move into NEA...So you're at Morgan Stanley, you make the jump to NEA. Why do you make that jump? What are you doing there? And then I've got a couple of questions for you. Naber: Cool. NEA was the world's largest venture capital fund. And back then they were, they had never hired pre MBA analysts before, so I was a guinea pig of the first class. Essentially all of these partners just wanted people to do their work for them. And fast forward, now NEA I think has 20 analysts because it's like, wow, that's great to get people to do great work, do all that work for them. NEA - why did I join NEA? Well, first why did I join venture, go into venture capital. And when I was in equity research, I got into the business of studying companies, and giving buy, sell, neutral ratings on every stock, right? You go to CNBC, and there's someone talking about their stock, that was me. Well, that wasn't me, I didn't go on TV, but that's the work I did. Behind that analyst on TV, there's some baby, junior OJ who is crunching numbers. What I realized about my job that I liked was actually understanding the company, the strategy of companies, and the technology of companies. Back then, that was right when iPhone came out. And I made a bad call, by the way. I was like, Blackberry, RIM, remember Research in Motion? Blackberry is for consumers. Remember this company called Palm - PalmPilot remember? Palm is for prosumers. When the iPhone came out, I was like, this is for consumers. Don't worry. Buy more Blackberry. Buy, buy, buy. Obviously I was wrong. But anyways, I love that analyses. What I did not care about was the actual finance. I can do the job, but whether Cisco is going to trade to 35 or 33, I just didn't care. It was almost too easy. It was like, okay, I can look at a stock chart, after a month be like, okay, it's going to pop back up. Naber: Humanities OJ comes out again. Oliver Jay (OJ): I think so. It's just not for me. It wasn't fulfilling. if I made a really great call, and I helped a client make a ton of money, I just didn't find that rewarding. So, venture sounded interesting because it sounded it was like, okay, I'm still leveraging some of my analytical background, but I can dig deep into strategy and technology. So that's why I learned to venture. And there was a really a crazy adventure where I got to work with a great farm. Also, so fortunate work with some such great Managers, who empowered me and challenged me. And that's when I got closer to entrepreneurs, and founders. And my job there was due diligence for deals that came in. NEA got great deal flow because it was one of the best firms. So the pressure was more on diligence, and then working with companies, which is great. And then as I worked more with companies, and if we fast forward, that's why I ended up working as, becoming an operator. I was like, wow, that seems fun. It was funny because it gave me that kind of exposure. Naber: Nice. I read a quote that you had mentioned, in a couple places, that you saw the fun the operators were having, and you wanted to hop on that side of the coin. And I think it's well said. So when you were there at NEA, I've got two particular things that over your career, you've been good at...But since we're on NEA, and you've had a ton of exposure to a lot of different types of companies and deals, it could have been one of the places where the seeds were planted for these two things. The first one is around picking horses, picking the right companies that are going to take off, and understanding the process you need to go through in your mind for one, picking that business, and two, evaluating as to whether or not you would want to hop on board. You've done an amazing job with evaluating them for the companies that you've joined, Dropbox and Asana as an operator, as well as a bunch of businesses you've helped, either been a Board Observer, or you've been a Board Director on a bunch of different types of companies. So when you're thinking about picking horses, what is the criteria you think about for joining a company? And like you said, people have options that are the best...that it being worthy of one, you looking at it, and two, you hopping on board? Oliver Jay (OJ): Yeah, it's I absolutely learned that from venture. And as a result of that, I look at everything from a investor lens now. When it comes to picking horses, I think...two of the most legendary investors in the valley, Dick Kramlich was a founder of NEA, and Forest Baskett who is still a GP there and just incredibly smart. Basically, when Tableau was founded, he worked with the early founders in the NEA offices to start Tableau. And I asked them, hey, what's what's the secret? Because there are some venture investors that are just clearly better than others. What's the secret? Naber: Yeah, top quartile year over year. Oliver Jay (OJ): What's the secret? I mean, when I asked them, I was amazed...Dick was like, find companies that are going after really large markets. And you're like, okay, duh. Naber: Let me just write that down. Oliver Jay (OJ): But as I've matured, and I've looked into different companies, and how markets have matured, I can't tell you how many times I've told people on my teams who want to go to some company gave them some VP Sales job, and it sounds great, but the category is just not that big. And I think that's number one, you have to pick a company that has an exploding market, and most importantly is timing. Is the market about to explode now. Let's take a couple of examples. Let's look at Zoom and Slack, two examples recently. Zoom was one of the best IPO's of all time. I mean incredible IPO. Messaging, I mean, I remember the days in 95 when we were using ICQ. I don't know if you ever used ICQ. I still remember my ICQ number, right? We were messaging. Slack versus ICQ, or later MS Messenger, is honestly not that different. And then there was Skype in the middle. So, why is this so different? Do I really believe that the UI is so amazing that that's the reason. Like, okay, maybe, but I don't know if that's a $20 billion difference. It's just that somewhere, in the B2B world around 2014, the market tipped. There was a need in the market for more dynamic communications because the pain of email was just too high, for that use case. And CIO's started believing in it. And that's when it tipped. And that market, the enterprise messaging market, basically tipped in 2014 to 2016, I would say. In those two years the winner, it's a winner take all market...There's good research that shows that when a category tips, you get a flood of competitors, and then within two years, 18 to 24 months, the leader ends up taking I think 78%, something that, call it 80% market share of the market. But if the market is huge, you can go into a big market and you'll still be okay, right? Remember there's a company called Jive, right? And remember Yammer? Remember there was a Chatter? All the still did okay, but if you want the get the $20 billion market cap that Slack got, you have to be the winner during that window when the market is ready to tip. And I would say the same thing about video conferencing. Zoom...this is nothing new. I mean, that's how my wife and I developed a relationship, right, over video conferencing, over Instand Messenger - AOL, by the way, another messaging tool. And look, somewhere between 2015 to 2017, maybe even later, was when the need really, really tiped, and now you see Zoom taking off. And you and I now, we're doing this podcast via Zoom, and we use it all the time. Same thing with file storage. Dropbox, is generating $1.4 billion in recurring revenue for file sharing. Naber: Fastest company to $1 billion for a SaaS business ever? Is that right?...ARR. Oliver Jay (OJ): That's right. That's right. And they didn't invent file storage. I remember when I first used Yahoo in 1995, I got to upload a file into Yahoo, and then download it when I was in the library. It was life changing. Yeah, it was amazing. So it's not new. Cloud storage wasn't new. It's just that the market tipped at that point where people were starting to move away from servers. And in 2013 to 2014 was when mobile adoption in the enterprise had hit a certain rate, and that's when you needed cloud storage. Because on mobile, you can't access files anyway. So number one, you've got to pick a huge market, and most importantly, you've got to join that market right before the market tips. And so you have to make a call. I joined Asana when people were like, what is this project management thing? I don't know what it is. Forrester and Gartner haven't written reports on it yet. But I asked the most progressive CIOs, what's next? They're like, well, I just put in Slack, and now all my work is fragmented even in more places than before. I need something to pull it back together. So I'm going to look into this project management, work management space. And I'm like, oh, interesting. So I developed this hypothesis that the capstone of the new modern collaboration stack is going to be something like Asana that pulls things back together, at least for the things that I really did matter to that company. And I'm seeing that market...we are in the heart of the race right now, that 18 to 24 month window. So that's number one. Number two is obviously what people generally look for which is technology, right? If this market is going to tip, does this company have the right technology to win? And this is very much a venture thing, where you need to some make some calls on the architecture, how they built it. What are customers saying about the product, right? That's when you get some feedback. So the second thing is, does this company have the right product to win the market. Because I do think, especially in the B2B now, SaaS more and more, is dictated by the end user and what they use. So you gotta make sure you're the one that people are gonna pick. And then the last part is, do you have the right team? Does this company have the right team that you're going to back? And that's probably the number one thing, besides the size of market, that venture capitalists bet on, is the people. Because early stage you don't really have much of a business yet. Or even a product. And I think in terms of picking companies to join, same thing, right? Let's say you join a Series C company, what is the management team? What are the dynamics? When things go south, which always happens, how does that management team work together to solve them? Or is there finger pointing? 90% of the time it's fingerpointing. 90% of the time Sales says Marketing didn't generate enough leads. Well, no, let me start...Customer Success and Support says Sales as closing crappy deals. Sales says well, what do you expect? Marketing is driving these bad leaves? Marketing goes, well, what do you expect our Product is missing all this stuff. Product goes well, that's because design is a bottleneck, and it's not shipping. We're not shipping fast enough because design is not ready. Design is like, well, you know what, it's not my fault. I can't hire enough designers, it's recruiting, right? Recruiting..it just goes on. And when I say 9 our of 10, I think that it's 9.8 out of 10. And I made this mistake myself. Before Dropbox, I joined a company that I probably shouldn't have. So a lot of people look at the company profile, and the executives, and where they came from. Oh, this person was at Google for 20 years. Well, you know what, so have like 10,000 other people. And you've seen this at LinkedIn, not everyone's a star at LinkedIn buddy. A lot of stars. But, quite a few duds too. Naber: Totally. I mean, nature of large numbers like that, for every one of those businesses. Oliver Jay (OJ): Totally. Totally. Or they haven't seen the right stage that's relevant for your company. So, finding the right team that you think you can bank on just to get through the hard times is really, really important. Don't just look at the profile. Naber: Nice. Awesome. Great answer. Okay. So, we've gotten through NEA right now. At this point, I believe you jump into Harvard, correct? HBS. Oliver Jay (OJ): Yeah. Naber: Cool. So take us through the reason you decided to go get your MBA. Why Harvard, which may be self-explanatory. And then take us all the way up through your decision to join Dropbox. So through that period, Scientific Conservation, Harvard, etc, up through the point where you're joining Dropbox. And then we'll talk about what you were responsible for there. And I've got some, a couple of questions for that. Oliver Jay (OJ): Yeah, sure. So I decided when I was at NEA that I wanted to be on the operating side. So I was like, they have all the fun. I didn't understand how much pain they had either, honestly, but I was like, it sure seems fun. And, the short answer of why I decided to get my MBA...I was like, okay, well if I got into a great school, I might as well take a break because I'm going to make this career switch anyways. So I'll just do it. And that's literally the logic. And this was mainly...I remember one of my mentors at NEA, John S., who's a fantastic guy, fantastic...Remember remember there was this company called The Ladders? Naber: Yeah, of course. Yeah. The $100K+ jobs is their thing, right? Oliver Jay (OJ): Yeah, yeah, yeah. What happened with them? Naber: They died. I have no idea. It was almost overnight. Because I remember, I mean, I did a lot of research on ladders for at some point in my career. Anyways, I don't know, they just died at some point. Oliver Jay (OJ): So we we're going to meet with The Ladders in New York. I remember this clearly. This was right around the recession starting, and John's just like, you need to apply to business school. And this was October, and the deadline was coming up in December. So I was like, all right. He convinced me that would be good. I mean, I might as well, I'm going to try it. John's like, you're probably not going to get in, and that's cool, but why not try? Because getting into business school, certainly getting into HBS, is a total crapshoot. It's a total lottery. Yeah. I got some friends who were way more qualified than I am and didn't get in. And I now know it's for sure a crap shoot. So anyways, I applied. And I only had time to apply to one school, and that was not the plan, but I just didn't have time because I had to take the GMAT, write the essays, get the recommendation, all that. I only applied to Harvard assuming that I didn't get in. And then I got in. Naber: Stop it. Hold on. This is unbelievable. Hold on, hold on. So you only applied to Harvard and you got end up... Oliver Jay (OJ): Yeah, it wasn't because I had so much confidence or that it was the only school that I would go to. I was gonna apply to like five. But dang it, man, these essays, they take like...I haven't written these essays in a long time, and they go back to humanities OJ. It took forever. I just didn't have time. I think the the application was due January 1st or something, and I remember over Christmas I was writing these essays and I was just like, I don't have time for this. And I just applied one. I really didn't think I was going to go to business school, and then I got it in. And I'm like, oh, okay. I guess I'm going. Naber: No one can see me losing a right now. Laughing silently while I'm listening to this, and not believing it. This is a great story about getting into Harvard Business School. Such a good story. All right, so you're at Harvard, what's the biggest thing you learned there? And then take us through up to you joining Dropbox. Oliver Jay (OJ): Ah, man. Yeah. So Harvard was great. Naber: You must have met some really cool, interesting people. Oliver Jay (OJ): I met some amazing people. And people that I considered to be my best friends today. That's where I met the co-founders of Grab, I'm on their board now. I met a lot of great professors.Look, I think the thing about business school...A lot of people poo poo on business school. They're like, it's expensive, you don't learn anything, it's just networking. I mean, I call bullshit on that. Because I'm a nerd, I to learn. And so I studied. I'm like, wow, this is interesting. And I'll tell you at that point I was going through this big clean tech phase in my life. I was really interested in clean tech. I was doing clean tech investments at NEA. I was part of the environment group at HBS. I was super active. I thought I was going to build a career in clean tech. And now that I'm selling productivity software for the past seven years, it's given me a different kind of perspective looking back. But I was so into clean tech. And I met some great people through that, through other who have similar interests. But I'll tell you, so my first job was Scientific Conversation - they basically sell building automation software to help optimize the equipment in commercial buildings to optimize their energy spend. Think of it as HVAC optimization software. I would not have been able...and I took a Sales role coming out of school, which is interesting because very few people go to HBS to come out to be a Sales guy. It's pretty rare. And I sold to real estate developers. And if I did not take a real estate class at HBS, I wouldn't know how to speak that lingo. Cap rates, and TNI, and whatever. I mean it's just, there's different things. I learned that from school. And then what was really interesting was then Scientific Conversation went through a big period of restructuring. And I had to be a big part of that. I took this class called turn arounds, because it's a new topic, when you learn about - how to turn around companies? How do you learn about bankruptcy law? You learn about how to negotiate with your creditors so you can live to die another day, so to speak. And then I used those skills. I literally looked up my notes on bankruptcy. Because I would call our creditors, and it'd be like, hey man, we're about to go under here. I'm going to give you, I know I owe you $2 million, I'm gonna give you $2,000, or you can have a shot at bankruptcy court. Anyways, long story short, business school was awesome. I met great people, and I learned a ton, got great exposure, and I actually implement the things that I learned. Naber: Wow. That's great. Great Story. Okay. So Boston, Beantown, you leave. Scientific Conversationis next, you join in a Sales and Partnerships capacity. Every Harvard Business Schoolers dream, joining Sales right after that. Oliver Jay (OJ): That's why you go to HBS. Naber: That's right. #HBS. So what is the biggest thing that you learn at that business, and why did you join Dropbox? Oliver Jay (OJ): Well, a lot of my lessons learned around the people, in part, was what I learned at Scientific Conservation. It had on paper, all the things that most people look for, right? I said, oh, pre rocket ship, hot industry, a team that looked really, really strong on paper. That's what I went for. You know, hypergrowth. I remember Kleiner Perkins, NEA, Accel. Everybody was like, this is the next one, this is the next OPOWER. This is the commercial version of OPOWER. I thought it was the best thing. But you know what, just didn't have the right team to execute going through the tough times. and that's what I learned. That's honestly the biggest lesson I learned. I met a lot of great people. But that's where I really realized, wow, so much of execution is the people, and the chemistry of those people. And that's what I learned there. So why did I Dropbox? Honestly, I mean...we had to do a big turn around in Scientific Conservation. Within a year we went from 30 people, to 180 people, and then I had to play a big part in restructuring down back to 90 people, and then down to 50 people. I mean it was a year that felt 10 years. So Dropbox, I showed up, people on scooters, drinking from coconuts...you've been to the office. It was just a different world. I'm over here trying to make payroll, literally. There was a payroll period where I... Naber: And letting people go daily. Oliver Jay (OJ): Ugh, brutal. People always ask, what's the biggest done, whatever. I'll say the biggest deal I've done was in...I broke my lease, the Scientific Conservation lease with a real estate developer...Because we had signed this Embarcadero Bay Bridge View Office for a seven year lease, even though the company was making zero in revenue, so that tells you something. But thankfully, the one thing that went in our favor was the rental rates have actually gone up in SF. Far, far greater than our committed rate of increase in her seven year lease. So they way I made payroll was, I went to the developer and I said, I will break the lease if you give me x amount of money. Well, they didn't know it was how we were going to make payroll. It was hilarious. And then negotiation, at the end the thing that clinched the deal was office furniture. I was like, I'll throw in the office furniture. Naber: Stop it. I always find it mind blowing when in residential, someone rents someplace for like, a few grand more a month just because the furniture's included. And that was your deal with the developer. That guy has done tons of deals, tons of deals, and this guy closes over the furniture. Oliver Jay (OJ): Honestly, I probably would have gotten it done anyways. I was actually in my head thinking, I don't want to pay to get rid of the furniture. That was what was going to be my head. Naber: Oh, that's a good win-win. All right, so you join Dropbox. There's coconuts, there's cupcakes, there's all of it. So walk us through in one or two minutes, what you were responsible for and the jumps that you made at Dropbox. And then I've got a few questions around some of your super powers, okay? Oliver Jay (OJ): Yeah. So Dropbox I went in as one of the first business generalists. There wasn't a role, it really just do everything. So, looking to our payments gateway infrastructure, looked into capital financing for our data center to help raise capital. I looked into real estate because they're like, oh, now you're a real estate pro from my background. So I had to try to figure out finding office space. Andthis was all in the first three months. We were moving so fast. And and then there was this business called Dropbox for Teams that was starting to grow really, really quickly. And the Head of Business, our COO was like, can you just take a look at that. Basically, do the Sales Ops work to see what's going on. And that's how I got into it. And then one thing led to another. So took that role on, started adding some visibility into the business. And then moved into actually managing part of it. And ended up running a lot of it, growing the North America Online and Inside Sales teams to 70 or so people. And then got the opportunity to co lead our APEC expansion efforts. Naber: With Tony, is that right? Oliver Jay (OJ): With Tony, that's right. And they're like, all right, figure it out. I mean, that was it. Figure out APAC, period. So then we did that, that led to both of us moving out to APAC for a year and a half. Started the Australia office, Japan office, I was gonna think about Singapore, but didn't end up doing Singapore. Also looked at Latin America, when the new CEO joined. He's like, well, there's another continent. Someone's going to look at it. And they just put it on our plate. And then did that for a while. And then when I came back to the US, transitioned into the Corp Dev team, so think about M&A at Dropbox. And then through that experience I realized I really missed building teams. Which is why I went back to the Sales world at Asana. Naber: Nice. After hearing your story, and I saw a lot of firsthand when I was working with teams at Dropbox and I'm working with teams at Asana, now I get that, why you made that jump. Or at least why that was the right time in your life, and in missing teams to want to make that jump. Wow. That's really interesting. Okay. So a couple things about Dropbox. There is a theme, and you've done this really interestingly coming at it from, let's call it the Sales Ops angle first, and then jumping into manage these teams. Which some of the best operators I know from a Sales and Marketing perspective, have come from the Ops side. I look at them as the Ying to my Yang. They speak a beautiful language and I want to hear all of it. So as you're doing that, you're building things from scratch. And you are building at one phase at Dropbox, and you go through a lot of different phases of growth in your international expansion playbook. You're also going through phases you've been in before at Asana, and planning for phases that are things you've seen before, and things you know a lot about. So let's talk about your international expansion playbook. As you're going through phase by phase, and one, making the decision as to whether or not you should do it in the first place - Expanding outside of, let's call it the US for now, into other markets? And then two, once you decide yes through that evaluation process, you want to go about doing it. What's your step by step process you're going through in order to expand internationally? You can use the Dropbox example or the Asana example, or both, If you just want to say, hey, this is what we did then and this is what we did then. But either way, what's your phase by phase and step by step approach as you're executing on this expansion playbook. Oliver Jay (OJ): So I think the first is understanding that international operations is not...Adding international operations is, honestly from management overhead perspective, it's the minute you go international, for every new region and office you add is equivalent of adding two, and the next one you add is like adding three. There's a complexity, the overhead is so much more, and sophistication is so much greater. And that's not to say it's not worth it, right? Obviously I do it, but it's something that I think you need to be really, really honest with yourself, with your teams on whether or when are you ready for that? Because honestly, one of the things that I think about is, most companies go international too late, right? I think Slack is a good example. Slack to me, and I have a lot of good friends at Slack, so maybe you have to delete this. But, international is only 30% of their revenue, or 35% of their revenue at this scale. And I think Microsoft got a jump on them internationally. Well Microsoft has a jump on everybody, but especially internationally. And so, you want to go fast, but you got to make sure you commit. So step one, before you commit 100%, what you can do is just play the digital game. Localize your product, localize your ads, localize your website. And I would say probably even in that order. Again, it depends on what product you have, right? But if you have a user facing product...and in Enterprise it starts with the product. In many countries you may have one or two people who aren't very comfortable with English, but the rest of the team may not be. And you're not going to get good adoption that way. So I think that's important, localize your product, as long as you feel you have enough confidence that it's worth the engineering investment. Because it's a big investment. There's a certain threshold where you're going to start seeing...Whether it's tickets that come in asking for your language, or your community, you'll get that ask. Yeah, I mean, maybe French and Spanish, the website, that's as an obvious one. But what's interesting is you can some good lift from just localizing the ads, in Dutch or Japanese, and it points to an English website. You're still going to get some incremental dollars there. So play the digital game. And then at some point, and you have to come up with a framework, and it's different company to company, and you don't have to be that Scientific. But at what point do you feel you're ready to go open an additional office? And almost always, you'll see English speaking markets adopt first - UK, Australia, are the next two, and Canada. Large markets that, for many reasons, and we're not gonna have enough time talking about them, but they usually are the next to adopt technologies. And so your next move almost guaranteed is going to be somewhere in Europe, right? And you pick between Dublin, Amsterdam or London and we can talk about which one, why, but it's going to be one of those three almost guaranteed, right? So setup your Europe hub. And then depending on the type of company, you can think about growing from there. So then the most obvious, next markets would be France and Germany in Europe. And so then you got to make that decision on whether you want to service those markets in whichever hub you've picked, or you go even more local. And I think that depends on the type of company that you have. We talked about Australia, that makes a ton of sense already. The minute you're looking into the UK, if you have the bandwidth, you should look in Australia as well. I would think that the market demand would be equivalent in terms of the time. And then Japan. Japan, people forget, is the second largest IT market in the world. And they're early in their cloud adoption. But for SaaS companies, it's really starting to take off. And so Japan is a market where investing in early can pay off dividends three, four years down the road. Japan is Slack's number two market. It's Salesforce's number two market. But it takes years to build up that market. And so you can start thinking about that. So the order of sequencing, I guess I'm not even...I guess I've done it enough now to just know the sequence instead. I mean the first time I did this at Dropbox it was like, okay, how many users do we need to see before we go green light here? How much revenue? How many businesses? How many domains we want to see? And, I've traveled so much in the last couple of years. This is the order that I would go in, Naber: Good one. Awesome. You know what's really interesting about that, is you mentioned you've looked at the data, and from the data side it says to do this, this, and this. What you're saying is don't necessarily do the work that everyone else has has done. This is an all likelihood, the chronology of the markets that you will go into next. And that's really interesting. Don't redo all the work. Do not reinvent the wheel. I have two follow-up questions to that. One is how do you know whether to hire local, even more local, versus doing it from a regional hub? How do I know whether or not I should sell from Dublin or London or Amsterdam into France, Germany, Spain, Italy, some of the Nordic countries, etc? Or hire local in that particular market? And by that I mean, when do I do it? And I'll ask the other question after that. Oliver Jay (OJ): Yeah. To me it all depends on your target audience. Who are you trying to go after and how? So if you're going after SMBs, this is primarily going to be Inside Sales function. You're not showing up. It's not a relationship sale. Then there is so much value in centralizing to the last minute that you can because you're still trying to figure it out. So Asana is small deals, we start with small teams and then we expand them. And, we essentially have a big machine in Dublin. Why? Because the French rep who has learned some new insight selling to Mid-market & SMB companies in France can share with the Nordic Rep, and those best practices when you're early in a region, you got to learn quickly, and you're gonna to learn from the field. And that information transfer is so valuable. And then eventually you go the other way. You launch a new product, you've got to enable the team. There's a lot of operational overhead to enabling lots of people in the field, versus you just fly into in one office, and you basically enable a team all at once. So huge, huge advantage to centralizing. However, if your Sales cycle and process relies a lot on relationship building, whether it's for bigger deals, whether it's a complex deal that relies on partners, then you need to go in the field. And that's where showing up makes a ton of sense. And what changes is the unit economics of that office, where if you open an office in Paris, now showing up at a mid-market opportunity of a 10K Pounds deal, normally is not going to justify a flight in, hotels, make it work. But now it's just, down the street. I mean not down the street, but now you can justify making that visit, and absolutely everything that increases the conversion rate. So there is benefit there too. But balancing operational overhead, learning earlier, I am a big believer that you should hold off as long as you can. Because once you're decentralized, there's no way you can centralize again. Or you can, but it's very painful. You gotta shut down offices, and it's really painful. So you want to wait as long as possible. Naber: Nice. Great answer. Thank you. And then, second question is...So you're going through this process of massive expansion, within Dropbox and Asana, and you're going through different stages of growth. One of the things that you need to constantly think about...which I don't necessarily believe that a large number of Heads of Sales and Heads of Marketing are very good at this. One of the things you need to constantly be aware of...and coming from VC, you've got interesting perspective on this, and not all the people who have gone from VC to operator and done it with the amount of, not only success, but the amount of speed that you've done it...So a Head of Sales and Marketing needs have the right mindset, with planning and execution, with unit economics in mind. So how do you make sure that you have the right mindset? What is your mindset when you're thinking about balancing, things LTV to CAC ratios, versus booking in revenue growth rate expectations, versus the growing pains of teams and the engagement of those teams. How do you think about incorporating unit economics into your approach? And how do you think about that as a Head of Sales and Marketing? Oliver Jay (OJ): Okay. So I would say there's a couple of things. First in terms of mindset, if you're leading Sales and Marketing, let's say your company is growing at 100%, right? My mindset, and I tell this to all my Managers, is that my job is to plan and execute as if we were 12 months from now. My Manager's job is to execute and plan as if we were six months from now. Your IC's are the ones who were executing to quarter to quarter. And I think that's something that I always drill into my team, and my Manager because most people manage to the quarter. And by the time you manage to a quarter, you've already forgotten about the next one, and you're basically accumulating debt. And I think part of what's challenging and exciting about managing in high growth, is you've got to balance executing and the job at hand, but at the same time develop the vision of where you need to get to - So if you're a line Manager six months from now - and you've got to do both at the same time. So as my leads, they got the quarterly number, that's great. I just assume they're going to hit it. I mean just tell me if you're not going to hit it, but I'm assuming you're going to hit it. What are the programmatic things you're building in right now as if you're six months from now? Because that is going to take time to build it. And then once you build it, boom, now you're ready. My job is 12 months. So right now, I'm thinking about what my team needs to be doing this time next year. Because, well, my team is getting pretty big now. It's hard to steer a big ship. And so if I'm optimizing for something for the end of the year, not to say that's I don't do that, I do that. But I also push myself to think longer because for me, and from my angle, what's going to happen in the second half of this year has already been shipped. Our performance, our unit economics, our, whatever programmatic infrastructure we build is going to be, it's already too late to change that. So I'm thinking ahead. I think that's important because, you mentioned about unit economics, your unit economics need to change over time. And so you got to work with your management team, your finance team, to understand what unit economics you need to have this time next year. So that you can slowly migrate there. Otherwise you're just hiring heads, heads, heads, heads, heads, and eventually you're like, oh, one day you wake up and finance is like, okay, you're going to get three heads next year, but you have the grow revenue revenue by 50%. So that's the high level mindset that I think is really important, to understand end state first, and work with finance to understand what that looks like. And so I know next year what my unit economics need to be. Now, I can start back filling. And then this is what I do to backfill. So what I do is, I ask my teams to now start thinking about, not unit economics first though, strategy. First strategy, then tactics, then numbers. So for example, my team in Europe. Right now, it's July, and it's the end of our quarter this month. The leads are going to come over to the US and present their strategy for next year, so basically the next 18 month strategy. What do I mean by strategy? Who's our primary customer? Who are we trying to win over and outserve everybody else. Why? And where are we going to focus? Because you can't go after everything. And when I think about Europe as an example, a microcosm of the world, the UK is very different than Germany, which is very different than Spain, and very different than the Nordics. So, if someone calls me and tells me this is my EMEA blanket strategy, I'm like, that's not a strategy. I want you to define what winning looks in the Nordics, and define what winning looks in Spain. Portugal, not as important to me, lump it into that region. Iberia, right? Or something. But, I think it's important that to have a view where you define success. Okay, this is what I'm trying to accomplish in Germany. Align on that first. That's a strategy. Then the tactics. How are we going to do that? Okay. in Germany we're going to go after this segment
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