Podcasts about localytics

Captions.AI is taking the world of video creation by storm. With features like AI-corrected eye contact and automatic captions in 28 languages, more creators than ever can bring their ideas to life. This week, we're revisiting a conversation with Captions.AI Co-Founder and CEO Gaurav Misra. Guarav joined Lightspeed Partner and Host Michael Mignano for a conversation spanning from his days as a design engineer at Snap to finding a surprise $500k in his Apple account.  Episode Chapters (00:00) An intro to Gaurav Misra, co-founder and CEO of Captions.AI (06:03) Gaurav got an early start in startups  (09:24) Getting a phD in machine learning before it was cool  (12:04) From Lattice Engines to Microsoft to Localytics (17:26) Making the leap to Snapchat's elite engineering team (20:57) Keeping innovation alive at a huge consumer  company (26:48) Being on the ground floor of Snapchat's major feature overhauls (30:47) Leaving Snapchat to found a top-tier AI company (33:48) It all started as a social network (38:10) The happy accident of the original Captions.AI tool (44:08) They raised a series A for the social network only to find a $500k surprise (50:00) Building a text-based video editor from the ground up (58:25) Beyond the editor - launching the AI-powered Lipdub  (01:04:14) What will video editing look like 5 years from now? (01:06:52) Is Captions.AI hiring? Stay in touch: www.lsvp.com X: https://twitter.com/lightspeedvp LinkedIn: https://www.linkedin.com/company/lightspeed-venture-partners/ Instagram: https://www.instagram.com/lightspeedventurepartners/ Subscribe on your favorite podcast app: generativenow.co Email: generativenow@lsvp.com The content here does not constitute tax, legal, business or investment advice or an offer to provide such advice, should not be construed as advocating the purchase or sale of any security or investment or a recommendation of any company, and is not an offer, or solicitation of an offer, for the purchase or sale of any security or investment product. For more details please see lsvp.com/legal.

Daniel Ruby is a VP of Marketing at Nobl9. Ruby is a dynamic marketing executive with a focus on B2B marketing, and has significant experience building teams and driving successful, data-driven programs for a range of startups and mid-sized organizations. As the Director of Online Marketing for Localytics, Ruby was the first marketing hire and scaled his team to a full-fledged marketing department with domain specialists focused on mobile apps.   Ruby also has a background in journalism and spent several years guest lecturing marketing courses at Bentley University, bringing this dynamic skill set to his current role at Nobl9. Ruby holds a BA in Broadcast Journalism from the University of Missouri-Columbia and an MBA in International Business from Brandeis University.  Questions ·      We always like to start off by asking our guests if they could share with us a little bit about their journey, how you got from where you were to where you are today. ·      Could you share with our listeners, what is Nobl9 and what exactly are you providing? What service are you providing? How are you adding value to your customers lives using this platform? ·      Could you give us an example, like a use case of an application, you can choose any industry, and kind of just give us an idea of what that looks like so the audience can get a more practical view. ·    Could distinguish or differentiate for our listeners, what's the difference between an SLO and an SLA? ·      Now, Daniel, could you share with us what's the one online resource, tool, website or app that you absolutely can't live without in your business? ·      Where can listeners find you online? ·    Before we wrap our episodes up, we always like to ask our guests, do you have a quote or saying that during times of adversity or challenge, you'll tend to revert to this quote if for any reason you get derailed or you get off track. Highlights Daniel's Journey Me: Now, Daniel, could you share with our listeners, we always like to start off by asking our guests if they could share with us a little bit about their journey, how you got from where you were to where you are today.   Daniel shared that he was a journalist for a while, and kind of realized that there was not much of a market for it, so he kind of went and got an MBA to get a job, and kind of fell backwards into marketing as it is. And over the years, he's been with more than 10, mostly 10 startups, driving marketing, driving the customer experience in terms of from the moment that they're introduced to them as a brand until the moment that they no longer want to be or need to be working with them.  He finds a lot of joy in trying to make that experience pleasant, for lack of a better term. He's self-taught with most of the marketing stuff that he does, and he's kind of over the course of the years he's become very arrogantly convinced about a few core tenets of really communicating to customers and communicating to potential customers that have served him well, and it kind of always comes back to giving value at every step of the journey.   About Nobl9 – Enhancing Software Reliability and Value for Your Business Me: Now, could you share with our listeners, what is Nobl9 and what exactly are you providing? What service are you providing? How are you adding value to your customers lives using this platform?   Daniel shared that Nobl9 is basically a platform for software reliability. So, if we think about how somebody engages with a digital product, or even an in-person product with a digital back end to it. They are the premier, and kind of really only well-established provider of what's called Service Level Objectives, or SLOs. And an SLO was basically taking all of the different data points that make up your product, be it from the software, from the infrastructure, from third party microservices, etc, etc, etc, and rolls it up and actually gives a customer centric view into how reliable is their product.  And the reason that they do this is because most reliability, historically has been around is the product up. Is it up? Is it down? But anybody who's ever used a mobile app or a digital product, or even like a scan to pay service at a cafe knows that it's not just is it up? Is it working, or is everything within it doing what it's supposed to do?  So, he knows marketers like himself have taken the word holistic and kind of beaten it to death. But they do provide a holistic customer centric view. What is the customer experience like when actually using your product?   Me: So, Nobl9 is helping the application to maintain its reliability and have as little or no downtime as possible while the customer is interacting with it correct?   Daniel agreed, correct and kind of beyond downtime, is it, does it load fast enough? Do all of the different features load fast enough? Is there anything blocking my ability as a customer to buy from you or to use your service, or whatever you're trying to do? So, that's effectively what they do.   Practical Use Case – How Nobl9 Enhances Software Reliability Me: Okay, could you give us an example, like a use case of an application, you can choose any industry, and kind of just give us an idea of what that looks like so the audience can get a more practical view.    Daniel shared that it's a little engineering, and he's a marketer so he feels like he's not necessarily smart enough to completely understand the engineering speak of it. But if you think about like an Ecommerce app, if you open up the app and it loads in traditional reliability, that's reliable. But how many times have you gone into an app.   So, let's say your path in using E commerce app is, you're going to load the app, going to search for the product that he wants to buy, he's going to add it to his cart, he's going to go to his cart, he's going to check out. And maybe there's a login to My Account somewhere in the way.   With SLOs, what you can do is you can have all of the different steps of that path viewed as part of this overarching experience with the app. So, if you go to add something to your cart, the app sits there and hangs, that's not good reliability.   If you go to the cart itself, and for whatever reason you go to pay and like the app's connection to PayPal for whatever reason isn't working, and you get this message back that says, hey, we can't complete your payment, try another credit card or something, that's a bad experience. And that's the kind of reliability breakdown that leads people to quit using a product.  So, they make sure that strategically, all of the things that make up that path, you'll have a server dedicated to your shopping cart, you'll have a micro service that is dedicated to completing a purchase. They make sure that all of that you've got visibility into how the experience is for the end user, not just some third-party service that tries to connect and says yes, it can connect, no it can't connect. It's the whole experience of a digital product and they make it easy to understand.   Understanding the Difference – SLOs vs. SLAs Me: Now, at the beginning, you mentioned that it's based on your SLOs or Service Level Objectives. And just wanted to know if you could distinguish or differentiate for our listeners, what's the difference between an SLO and an SLA?   Daniel stated that that's a great question. So, an SLA is typically an agreement that you have with your users. You say you'll be able to use my product or my service xx percent of the time. And that's more of a contractual conversation than it is, a reliability conversation. When you start actually building it, in order to make sure that you're achieving this SLA that you've agreed upon with your clients, you've got to make sure that you know all of these different elements of their experience are operating at a certain efficiency. So, he hates to over complicate things, but there's actually a step in between called an SLI, a Service Level Indicator.  And so, a Service Level Indicator is things like, “I want my website to load in less than 100 milliseconds.” That's a Service Level Indicator. And the SLI is effectively a consistent goal, but then what you do with SLOs is you take that a little bit further.   So, an SLO operates within what's called an error budget, and you get a certain number of errors per month, per week, however, you want to set it up. And an error is when you don't meet that SLI and you say, “I know that it's maybe not impossible, but either improbable or just extremely expensive to make my website load in less than 100 seconds every single time.”  So, what an SLO does is it says, okay, I expect to meet this SLI however often I have decided is actually impactful on the customer experience, and whenever I don't, you get an error, and at that point, you're like, okay, it's an error, but an error is not an outage.  Daniel stated that he doesn't know if he's explaining this really well, but basically if you look at an SLO graph, it's going to be going down into the right and that is your budget. You say, okay, I expect this part of my service will meet my everyday life 95% of the time. And then you see the little graph going down, which, every time it doesn't meet that, it froze an error, and a certain amount of errors, it's just part of digital product development is understanding that you have to accept some errors. 100% perfection, it's impossible.    Me: Does not exist.   Daniel agreed, it does not exist. And a lot of people think about reliability in the number of nines, “My product is available 99.99% of the time.” That would be called four nines. Every nine that you add to that number basically increases your IT costs by an order of magnitude. So, at a certain point, you got to understand with SLOs are really the ideal way to do it.  At what point does this actually impact my customers? At what point does this actually impact my users?  It allows you to be strategic, and it allows you to see things when they begin. So, you mentioned outages earlier, an outage, your whole product crashes, it's unavailable to anybody. Those don't happen in a vacuum, there's something that causes them. And if you've got an SLO or a set of SLOs really, displaying the health of your service, the health of your product, you're suddenly going to see a bunch of errors coming in.  And you may or may not have enough forewarning to say, “Oh, crap, we're about to have an outage. Well, this server in my cloud provider is having massive latency issues, it looks like the server is about to crash, and that's going to take everything down.” You can have a little bit more of a runway to try and identify the actual issue behind a potential outage. And that's where you strategically define how much, how many errors can I tolerate in a month?  And then you basically have a real time view at all times.  Is my product, is my service running the way I expect it to, and the way I expect it to is from the perspective of the customer. Are my customers able to do what they expect to be able to do when they launch my app, or when they use my product.   App, Website or Tool that Daniel Absolutely Can't Live Without in His Business When asked about online resource that he can't live without in his business, Daniel shared that personally, it's HubSpot. He spent a few years as a HubSpot consultant, a third-party consultant for HubSpot integrations. And he could say a marketing automation platform, but he got a fanboy a little bit about HubSpot because it takes everything that used to be complicated about sales and marketing and customer support and customer experience, and kind of rolls it up. You've got your CRM, you've got your automation platform, you've got your email platform. He's actually taken to feeding his HubSpot metrics into Nobl9 SLO lately, because there's so much rich data within HubSpot.  And he's been running little things like, they'll change a script for their biz dev team. And then they'll just run a metric on calls connected to calls having a success, either a demo or a follow up request.  And HubSpot's got such great data, and then he can turn that into an SLO where he can say, “Okay, I expect the submission rate on my forms to be X percent. I expect the completion rate of our inside sales calls to be X percent over 80% of the time.”  And he can run that in an SLO, he can see that like if he changes something, but simple little things, if he changes the colour of the submit button on a form, he can see in real time what the view to submission rate is that's changing, and he can act on that. He can put a little note in the SLO with that time stamp and say, “Hey, I changed the color of this button” and see how that's making an impact. Or, if he looks in HubSpot and see, “Oh, crap, my submission rate has been terrible for the past 36 hours, what's happened?” And he can go into his SLO and say, “Oh, there's a little note here, I changed something in the UX. I changed something colour wise. I added a question, I removed a question.” And you see direct historical cause for that.  But going back to HubSpot in general, he really respects HubSpot's approach to they call it the flywheel, which is all about delighting customers and delighting prospects.  And they really do a great job of giving you the tools to actually give value in your marketing and sales and customer service processes. He doesn't know what he's do without HubSpot right now, he'd probably try and hack something together with Salesforce and Marketo and be more complicated and less easy to get adoption internally. But luckily, he doesn't need to.    Where can listeners find Daniel online? LinkedIn – Nobl9inc X – @nobl9inc   Quote or Saying that During Times of Adversity Daniel Uses When asked about a quote or saying that he tends to revert, Daniel shared, “Nothing is a failure unless you fail to learn from it.” He stated that he's got a great team that he works with at Nobl9. And some are early in their career, some have been working in marketing for several years, some have advanced degrees, some don't.  And so, he's been with Nobl9 since January, and one of the things that he wanted to do quickly was make sure that people were comfortable making mistakes and understanding that an action and its outcome is not the end of that process. If you don't learn from it, why it worked, why it didn't, then you've made a mistake. But failure is as important an element in driving success in any business scenario. So, he likes making sure that people know that, and he likes making sure that they feel comfortable, because without being comfortable with failure, how are you going to try anything revolutionary?   Me: True. Thank you so much for sharing, Daniel.   Now, we just like to thank you so much for hopping on this podcast and sharing all of the great insights about Nobl9, the wonderful work that your team is doing as it relates to ensuring that customers are having a more seamless and frictionless experience across these platforms and increases the reliability. And we really appreciate some of the great nuggets that you shared with us as it relates to what is a Service Level Objective versus a Service Level Agreement and a Service Level Indicator, great information to learn, to understand the whole process, because in order to navigate the customer experience, there is really a lot that you have to take into account to ensure that the customer walks away feeling like, yeah, that was that was fun, it was easy, it wasn't hard, and I was able to do it really quickly. So, thank you so much.    Please connect with us on Twitter @navigatingcx and also join our Private Facebook Community – Navigating the Customer Experience and listen to our FB Lives weekly with a new guest   The ABC's of a Fantastic Customer Experience Grab the Freebie on Our Website – TOP 10 Online Business Resources for Small Business Owners  Do you want to pivot your online customer experience and build loyalty - get a copy of “The ABC's of a Fantastic Customer Experience.” The ABC's of a Fantastic Customer Experience provides 26 easy to follow steps and techniques that helps your business to achieve success and build brand loyalty. This Guide to Limitless, Happy and Loyal Customers will help you to strengthen your service delivery, enhance your knowledge and appreciation of the customer experience and provide tips and practical strategies that you can start implementing immediately! This book will develop your customer service skills and sharpen your attention to detail when serving others. Master your customer experience and develop those knock your socks off techniques that will lead to lifetime customers. Your customers will only want to work with your business and it will be your brand differentiator. It will lead to recruiters to seek you out by providing practical examples on how to deliver a winning customer service experience!

Captions.AI is taking the world of video creation by storm. With features like AI-corrected eye contact and automatic captions in 28 languages, more creators than ever can bring their ideas to life. Captions.AI Co-Founder and CEO Gaurav Misra joined Lightspeed Partner and Host Michael Mignano for a conversation spanning from his days as a design engineer at Snap to finding a surprise $500k in his Apple account.  Episode Chapters (00:00) An intro to Gaurav Misra, co-founder and CEO of Captions.AI (06:03) Gaurav got an early start in startups  (09:24) Getting a phD in machine learning before it was cool  (12:04) From Lattice Engines to Microsoft to Localytics (17:26) Making the leap to Snapchat's elite engineering team (20:57) Keeping innovation alive at a huge consumer  company (26:48) Being on the ground floor of Snapchat's major feature overhauls (30:47) Leaving Snapchat to found a top-tier AI company (33:48) It all started as a social network (38:10) The happy accident of the original Captions.AI tool (44:08) They raised a series A for the social network only to find a $500k surprise (50:00) Building a text-based video editor from the ground up (58:25) Beyond the editor - launching the AI-powered Lipdub  (01:04:14) What will video editing look like 5 years from now? (01:06:52) Is Captions.AI hiring? Stay in touch: www.lsvp.com X: https://twitter.com/lightspeedvp LinkedIn: https://www.linkedin.com/company/lightspeed-venture-partners/ Instagram: https://www.instagram.com/lightspeedventurepartners/ Subscribe on your favorite podcast app: generativenow.co Email: generativenow@lsvp.com The content here does not constitute tax, legal, business or investment advice or an offer to provide such advice, should not be construed as advocating the purchase or sale of any security or investment or a recommendation of any company, and is not an offer, or solicitation of an offer, for the purchase or sale of any security or investment product. For more details please see lsvp.com/legal.

This amazing guest is a driver of change who has over 20 years of experience leading both strategic and tactical Marketing efforts at companies like Staples, ConstantContact, Localytics, and Mindbody. Josh Todd is the CMO of SevenRooms and was named a Top 20 CMO by VentureBeat. Josh joined Host Chris Mechanic to break down how The post Hold your team accountable to the outcome with Josh Todd appeared first on WebMechanix.

Charles Moldow, a general partner at Foundation Capital, shares his remarkable journey from being a Wall Street analyst to becoming an entrepreneur and eventually transitioning into his current role as an investor over two decades ago. His captivating anecdotes leave you eager for more, whether he's recounting stories about his father's wisdom on the internet or recalling a memorable encounter with an exceptional entrepreneur. Charles also delves into the exciting market trends within insurtech and offers valuable insights into the areas to focus attention for fruitful opportunities.In this episode, you'll learn:[2:20] Charles Moldow's early entrepreneurial ventures during the dynamic evolution of the internet.[7:58] The role of a VC in sometimes discouraging founders to protect them from their own pitfalls.[13:01] The revealing nature of a founder's personal life story, showcasing their unique abilities.[19:54] "Don't prepare to impress me. Just share your authentic truth." - Charles Moldow[23:43] The importance for entrepreneurs to explore the vast array of promising opportunities for leveraging technology in the insurance industry.The non-profit organization that Charles is passionate about: safespaceAbout Charles MoldowCharles Moldow is a general partner at Foundation Capital. At Foundation, he identifies technology trends and new user experiences that will change the financial services landscape. His thesis investing has him focused on fintech, insurtech and proptech opportunities with a crypto overlay to everything he evaluates. Since he joined Foundation Capital in 2005, he's made seventeen successful investments, five of which have gone public and twelve have been acquired. Charles' public portfolio includes early-stage investments that have led to notable IPOs with DOMA (IPO 2021), Rover (IPO 2021), LendingClub (IPO 2014), OnDeck (IPO 2014) and Everyday Health (2014). Fun fact: Charles moonlights as AAA Little League coach and family vacation planner.Learn more about Charles here.About Foundation CapitalFoundation Capital is a Silicon Valley-based early-stage venture capital firm that's dedicated to the proposition that one entrepreneur's idea, with the right support, can become a business that changes the world. The firm is made up of former entrepreneurs who set out to create the firm they wanted as founders. Foundation Capital is currently invested in more than 60 high-growth ventures in the areas of consumer, information technology, software, digital energy, financial technology, and marketing technology. These investments include AdRoll, Beepi, Bolt Threads, DogVacay, Kik, ForgeRock, Lending Home, Localytics, and Visier. The firm's twenty-six IPOs include Lending Club, OnDeck, Chegg, Sunrun, MobileIron, Control4, TubeMogul, Envestnet, Financial Engines, Netflix, NetZero, Responsys and Silver Spring Networks.Subscribe to our podcast and stay tuned for our next episode. Follow Us:  Twitter | Linkedin | Instagram | Facebook

Onur Akpolat is the Ecosystem Growth Lead of Builders at Interchain GmbH, which builds and stewards foundational decentralized technologies throughout the Cosmos ecosystem. Previously, Onur developed Monadic, the team behind Radicle (previously osCoin), a framework for decentralized code collaboration. In 2015, Onur co-founded Tapglue (acquired by Localytics) through the Techstars Boston startup accelerator program. A passionate developer, Onur is focused on onboarding the next generation to the Cosmos. --- Support this podcast: https://anchor.fm/crypto-hipster-podcast/support

It is great that you have worked hard to develop your own application. But there is still some work to be done beyond marketing. As a business owner or an app developer, you are not only responsible for the delivery of an application but also you have to check the performance of an application and figure out if the application that you have is capable of meeting your business goals. That is the reason why companies are using analytics to analyze the user's behavior towards their goods or services. This is the right time to compare the best mobile app analytics tools and platforms available in the market currently. In this podcast we'll discuss the best mobile app analytics tools and their importance. We did deep research to find the best mobile app analytics tools for you. Let's have a look at each of them in brief: 1 Apple App Analytics 2 Facebook Analytic 3 Adobe Analytics 4 Amplitude 5 Interceptd 6 Localytics 7 Mixpanel 8 Firebase 9 Countl 10 UXCam At Echo innovate IT we can help you with your app and web development. Our expert team can help you with your mobile app analytics tools as well. SO don't wait and Contact Us Today! --- Send in a voice message: https://anchor.fm/echo-innovate-it/message

Brian Suthoff, CEO and co-founder of Tally Street, joins Count Me In to talk about why accounting and finance professionals are well-positioned to drive data across the organization and make strategic decisions to improve the bottom line. Tally Street helps small to mid-sized businesses keep and grow customers via actionable insights automatically generated from sales transactions. Prior to co-founding Tally Street, Brian founded Hub Beverage, the first craft spirits distributor in Massachusetts, and Localytics, where he helped grow the company into the leading mobile engagement solution. In this episode, he discusses the opportunities created by Big Data for accountants, how to harness Big Data in a cost effective way, and trends accounting and finance professionals can seize for future growth. Download and listen now!

TheNextCMO's latest podcast is with Mark Feldman. Mark Feldman is a B2B data industry pioneer who helped build NetProspex into a B2B contact industry powerhouse leading to its acquisition by Dun & Bradstreet in 2015. Prior to founding Custom Made Data, Mark held growth marketing and revenue operations leadership roles at Localytics, Motion Recruitment Partners, and Backupify. In this podcast we discuss what types of data Marketer's should consider purchasing, Plannuh's positive experience with Custom Made Data, and how marketers should think about buying data to align with their target audience. Mark Feldman - https://www.linkedin.com/in/markfeldman Custom Made Data - www.custommadedata.com Mark's email: mfeldman@custommadedata.com Interested in being on The Next CMO podcast? - https://info.plannuh.com/the-next-cmo-podcast For more info about Plannuh, check out our website

What goes into planning a world class product launch marketing strategy? This week on the Inbound Success podcast, Foursquare Senior Product Marketing Manager Naike Romain shares the process she has used at companies like Wistia, Localytics, HubSpot and Foursquare to successfully pull off major new product launches. From why so many marketing conferences lack diverse audiences, to the lack of diverse options when it comes to stock photography, the importance of precision in how language is used, and how the way we write job descriptions can inhibit our ability to recruit diverse teams, Chere and Kathleen cover a variety of topics that influence diversity not only in the people who work in marketing, but in the marketing campaigns and assets they develop. Check out the full episode to hear more about Naike's process and learn how you can apply it to the development of your own product launch marketing strategy. Resources from this episode: Connect with Naike Romain on LinkedIn Transcript Kathleen (00:00): Welcome back to the inbound success podcast. I'm your host, Kathleen Booth. And this week, my guest is Naike Romain, who is the senior product marketing manager at Foursquare. Welcome Naike. Naike (00:29): Thank you so much for having me. I'm so excited. Kathleen (00:32): I am really excited to have you here because first of all, you have such an interesting career as a marketer. You've worked at a lot of different companies that that are, you know, from, from HubSpot to Foursquare. And you've really kind of dug deep into product management and, or marketing rather, I should say. And we're going to talk about something that I am really interested in at the moment. So selfishly as the host, I get to do these things and steer the topics in a direction that, that helps me with some things I'm working on and that topic is product launches. But before we get into that, can you tell a little bit about yourself and your career and how you wound up where you are now? And then of course, I think most people know Foursquare, but just in case they don't, maybe you could give a quick update on that. Naike (01:18): Sure. So I'm going to give you the really abbreviated version of how I got here, because it's a long story as my LinkedIn page will tell you. But essentially I started off working in tech support and little by little figured out that my niche or the things that I, what I've liked a lot about working at software companies had to do with understanding how products got developed, but also being able to flex them creative strengths and ability and product marketing seem like they're really a really good fit for those skills or those passions. And so from, I went from tech support to account management and then really decided to make a swing at becoming a product marketer. And so I got my first product marketing role at Wistia where I was the first product marketer they'd ever hired. And it was my first product marketing job.  Kathleen (02:12): Wow. Yeah, no pressure there. Naike (02:14): Yeah. it was a steep learning curve on all around, and I'm excited to talk a little bit about that. And then made my way from there to Localytics. And then HubSpot and now Foursquare, and for folks who are unfamiliar or forgot Foursquare, it started out as like they invented the check-in. So if you remember, a couple years ago, like 10 years ago, when everybody was checking in to different locations, lots of restaurants and places it was like sort of a social app where folks would engage with their friends a little bit, know where they were and sort of keep track of their comings and goings and all these really interesting places. I work on the B2B side of the business where we focus on we've focused on business use cases for location data. So for the folks who are interested in supporting their marketing with another layer of context, like they use location information to do so. So that can go into measuring the effective effectiveness of your ads on, on people coming to in store visits, or if you want to develop applications that are, that require location context. So if somebody is calling for an Uber and they type in the name of a venue, that's calling on Foursquare's API to support that. Kathleen (03:34): Oh, that's so interesting. I will confess, I did not know that that is the space that Foursquare was in these days. Because I was a huge Foursquare user back when it was the check in tool. And I can't remember what they called it, but like I was the, what was it? The King or... Naike (03:53): The mayor. Kathleen (03:55): Thank you. I was the mayor of several locations and my house, fun fact, to this day I live on a road called state street and we I have four kids and we also sponsor a midshipman from the U S Naval Academy, which for people who aren't familiar with the service Academy is basically that just means that you sort of like unofficially adopt these kids who are going to school there for the four years, they're there and you give them a place to go and crash when they have free time. Kathleen (04:20): Cause they don't have a lot of it. And so on any given weekend, we have like eight people laying around our house, watching movies, eating food, playing video games. What have you. So it's totally, and we have two dogs and eight chickens. So it's crazy here. It's very chaotic. And so we live on state street, we have this chaotic situation. And so our, our location on Foursquare was called state of chaos. And to this day, that, to this day, that term like has lived on in, in other ways that, that we use in all started with Foursquare. So fantastic. I love that. That is my, my little four square story. So, so we, you and I talked and, and I know, you know, I was really excited to chat with you because you have been involved in so many different product launches and that's something that I am deeply involved in planning for at the moment. And you know, I, I've always done demand gen marketing, but not necessarily like, like traditional product marketing. And so I would love it if you could just maybe walk me through when you know, you're going to have a new release. How do you think about product launches and how do you kind of mentally organize yourself and plan out a strategy for those things? Big question. I know, start wherever you want. Naike (05:43): Sure. I mean, I think that one of the early things that I figured out needed to be done with sort of work for myself was organizing launches in terms of expected outcome or impact. So I would be thinking about launches in terms of, is it an awareness launch. Is this a revenue launch? Is this a retention launch? And sometimes it's a combination of all those things and you just need to prioritize them. But I try to at best court categorize is this is this for awareness retention or revenue. From there, I would then try to think about what, what strategies or what tactics we needed to do to support these overarching awareness goals. So, I'd start by just drafting out a list of like, what awareness things do we need or what retention things do we need, or what revenue goals do we need to hit for this launch. Naike (06:28): And then I would go about identifying what tactics we need to work on to get there. The key to this though before taking, before I say anything else is, is really alignment. And so my best, my best guess at what these goals were means nothing if it's not in line with what the product leadership or executive stakeholders think about the launch, and I've made the mistake of launching ahead with a plan to be told, Hey, I thought we were going to be going much bigger than this, or that's not exactly what I had in mind. And so I think before we even say like, Hey, this is how I was start get, I do start with those buckets and then start to try to come up with goals. But alignment is critical, especially at the very beginning. Kathleen (07:14): I love that you brought that up. I agree with that. And, and, and I would love it if you could maybe talk me through how you get that alignment and who needs to be involved in those conversations. Naike (07:27): That's, it's really hard. I think that the more folks you invite in the more likely you are to be making decisions driven by consensus, and that's a hard thing to try to resist, but it's important that you do it. So getting folks to make decisions. I personally think that if it's a big launch, you need all the way up to the CEO. But I'll say that the, if there's an executive sponsor for your launch, like a product leader somebody on the C level, those are the folks that you need to agree that the launch is going to take, you know, it's going to be aligned on budget and aligned on goals. And then typically they'll let you decide on tactics yourself, but making sure that, you know, we, we hope to reach X many people or we expect to see X percent increase in growth in this product or adoption to increase by this much. Naike (08:21): Like those are the things that you really need to get get executive visibility on. It makes sure that they agree. And then before moving forward, and for me, what that's look like is a series of feedback loops. So essentially I would go so far in a plan and say, okay, let me start with your schools. And then come back and say, are these goals like what you were thinking? Let's talk about this. Okay. Now I'm going to go a little bit farther. And all right, now I don't think I want to do a video shoot. I want to have some blog posts I want to do press, are, are these the tactics that you thought you were thinking, or should we have an, should we go bigger with this and, and go back and get that feedback? And then I can then go rally internally and present the plan to folks and get inputs and start working. Naike (09:05): But the other, the other thing that I learned is that you shouldn't go all the way to the end of all of that, and then try to get, and then try to get executive or stakeholder feedback one, because it's hard to get their attention for that long. It's easier if you can do it in small bites and say, okay, we've already committed to this. Now I'm just going to take it a step further and get some more input and then work, which feels like it feels like a roundabout way of doing things, but it's really, it's in my opinion, the most effective way. If you can to like, say, I'm going to just go so far, get this feedback and then take it a little further. Because I have done the thing where I've developed an entire plan and sent it out, it's going to ask for feedback and people have been like, sure. Naike (09:43): Yeah. Okay. And then didn't really fully read the document or weren't fully present in a meeting and didn't really catch on to everything. And so this is another product marketing thing. You can fall victim to the executive swoop and poop easily. This is something that that it's not a knock on executives. Of course, it's just, it's more to say that they have a ton on their plates. Their attention is limited. You really need to be the owner of these outcomes. And so making sure that you're actually getting engagement and you're, they're engaged in what you're telling them and that they understood what you said and are onboard do that. If you can, if doing it in smaller bites is easier than that's the best, just the best way to go. Kathleen (10:27): Now I have a bunch of questions about this, I guess the first one is let's, let's actually rewind to what I would think of as sort of the beginning, which is some of the strategic decisions that need to be made in order for you to even begin to do things like set goals. And I was having a conversation about this with somebody recently, like how do you, where does ownership for strategic decisions around things like we have this new product? Are we going to keep it under the same brand name? Are we going to totally spin it off? Are we going to keep it on our website or create another microsite? You know, like those strategic decisions, is it going to be, is it going to be freemium or is it, are we going to go out right away and try to sell it? You know, where do those decisions get made? Naike (11:19): I think it's a little bit of a gray area. A lot of, I think that it usually comes from the top, but with the input of marketing leaders, product marketing and product to help sort out where, how we'll be best positioned in the market. So a product marketer might have some input there for sure. And should feel comfortable. I would hope to make some recommendations in terms of how does this set us up in the market? What are our competitors look like in this space and how can we best position ourselves? Is that as a new brand or does it hurt us to start something fresh? Yeah. so I say that that starts with like operations and execs and with the input of marketing leaders, product leaders product marketing. Kathleen (12:00): That makes sense. And then you talked about goal setting, so you have your three categories of launches and you identify what bucket it falls into and then you work on setting goals. I imagine that once you've been in a product marketing role for a while at a particular company, that gets easier because you have some historical data, but talk me through how you go about goal setting. If you're either new to a role, or like you talked about at Wistia, you were the first product marketer. So like, what do you do in those cases where you're kind of creating this out of whole cloth? Naike (12:36): You guess there's not really a science to it, essentially. I would be, I would take whatever data we had about the product and look at the things that we're trying to influence and make a best guess. So if this is a product, if we were looking at a product update that was for retention, for instance, and we know that this is addressing a problem that our customers have had for a little while, the number I would look at is like support tickets and say, okay, we've had, you know, six complaints about this every single month for the last six months. I want to see that there's a market decrease in complaints about this issue once you've released this product and just go from there. So I'm, you know, you, sometimes you have to get unconventional. That's not like customer support. Tickets is not a typical marketing metric, but you have to, you have to measure what you can otherwise. Naike (13:28): It'll be hard to say what you've actually accomplished. And so making sure it's a, it's a sig-, the support tickets is a signal that folks actually learned about the update that they've leveraged it, it tells it, it tells you a lot. And so you make your best guess and say, okay, I'm going to assume that this is going to lead to a reduction in support tickets, or we, our blog sees X amount of traffic per month. I'm going to make an assumption that we're going to see maybe a 10 to 15% increase and just aim for it. If you don't, if you fall shy, that's okay. Measure it and continue to grow on it for the next one. Kathleen (14:01): Yeah. And, and do you have any kind of personal rule of thumb for how many different goals you set? Naike (14:08): I try to, I try to limit them, but I think that they're, I try to, I don't have like a, I don't have a rule of them. I look at the bucket and then I put a couple of metrics under them, maybe, maybe four or five, just things to keep an eye out for at the beginning. It's not a disaster if you don't hit them, it's just a way to keep track of like, okay, this is where we started. Let's see where we can get, let's try to do some benchmarking while we're at it. Kathleen (14:36): And talk to me about timelines. Like, you know, how much time is enough time to plan a launch. And I'm sure the answer is, it depends, but I would love to know like what it depends on and Naike (14:47): Sure. Yeah, I you're Def you're right. It totally, I think that being embedded with the product team and working really closely with them helps a lot with that. So if you're sitting, if you're, you don't ever want to be in a position where our product team is sort of tossing a finished product over to you, and then you have to start, ideally you're aligned really closely with them. So you can start to see the formation of the product. You can start to envision and learn a little bit about timelines from being close from, from that point, that's when you should start to develop things like you shouldn't be developing positioning after the thing is built, you should be in the room thinking about it, figuring out how it fits into the market and contributing those perspectives along the way. So as you approach launch, and you need to get consensus on goals and you need to rally the rest of the cross functional marketing team to support by creating content or developing assets, things like that. You need to, then that part in it's honest own, like getting the message out takes a couple of weeks, like a week or so, and then you need to stay on top of it to through completion. So I think, you know, the optimal time is like six weeks, six weeks from, we have consensus on goals. We have we're all on board with the positioning and the narrative, and now we have time to execute and test everything before we release. That would be my ideal if I could always get six weeks. Kathleen (16:11): Yeah. And and how much time do you generally need for like, what happens before that six weeks that planning that, that, you know, coming up with the goals? Naike (16:23): Well it takes me probably like a couple of days. It takes the team, probably it probably takes maybe two weeks with all the back and forth. And it, and it also depends on the size of the launch. If it's just like a feature release, you don't need to go through all of this. You're not necessarily repositioning or introducing anything, ground shaking. But for something big two weeks or more to hire it out, all the kinks about what this about how this changes the positioning of the company, or do we need to make sure that we're in alignment with the rest of our brands and the goals for the business for the year? Kathleen (16:58): Yeah, that makes sense. So you, you go through that planning process, you get your consensus on the goals, and then it's time to really start rolling up your sleeves. Can you talk me through, do you have any kind of a framework, a planning framework or, or taxonomy of like the types of assets that you generally create for product launches? How do you approach that? Naike (17:21): What I, what I have is sort of like a menu there's just like a list of all different types of things that we could potentially create. And the list gets shorter depending on the tier of the launch. So for a tier one, you have lists of like maybe 50 things and you don't have to do every single one, but there's a lot that goes into that. And so you want to make sure that you have all your bases covered and as a way to make sure that you're not inventing to do you have an easy, easily referenceable list of things. So obviously with a tier one launch they're going to want a webpage. You're going to want maybe swag or you're going to want to do internal comms, a really strong internal comms campaign and make sure the entire company is ready to support it for like a tier three where you're just, you know, you're announcing something to customers. You want to make sure that you have your docs updated. You send an email, you maybe have some messaging, and that could be the extent of it. So I use this list to sort of just as like a, as a, as a reference to say, okay, did we do all that we could to get the word out? Are we supporting this to the best of our ability? Kathleen (18:34): And then one of the things I I'm always interested in is how do you time things when it really comes down to like, this product is ready to go? What is your thinking around, you know, when do you publicly let people know something's available? Because I feel like there's this tension between wanting to drive anticipation and excitement and interest ahead of the launch, but then also this, you know, the, the fear, especially in the tech or the software world of like, well, we don't want to let the cat out of the bag too soon cause somebody could scoop us. So how do you, how do you approach that? Naike (19:13): I think that that two things one is that it's really important internally that we separate product readiness from launch readiness. They're not the same thing. They don't need to perfectly match each other. You shouldn't be, you know, holding a bag, waiting for product to say this is ready and then running off to tell the market about it. It's OK to let something be ready. Use the time between that. You can use the gap between product readiness and launch readiness for betas, for feedback. There's a lot that can be done in that time. We don't have to immediately run to let's go tell the market. And the way, the way that I think about it is making sure that we're ready when everybody and ready, everybody internally is ready to support. So if the support team's not ready, then the marketing is not ready. If the sales team's not ready, then the marketing's not ready. We haven't done all the things that we need to do internally to make sure that we're aligned. And you don't want to see the launch fail because you invite hundreds of thousands of people to try something and then you're not ready to support it. And that falls on product marketing's plate as well. Kathleen (20:22): Yeah. so tell me a little bit about some of the more successful product launches that you've been involved in. I'd love to just hear examples of times when you felt like it really went well. Naike (20:36): Sure. so one of my all time favorite launches that I got to work on was for a 360 video product at Wistia. So we did, we developed this proprietary way to support hosting 360 videos and measuring where folks interact with the video, if they look left or right, or, or scroll, you can track that. And so this was this really unique thing that I'd never in a one, it's something that I'd never seen before myself, but also the market I'm sure had, was not ready for something like a lot of people were not using 360 video yet. So it was an opportunity to do something really unique. And in thinking about this launch, we were developing this demo so that folks could try it out on the webpage. We did a number of really unique things. Naike (21:28): So one would be was this demo. So anybody could go to the webpage and test out to play a video, look at it and then watch as the tracking developed alongside your movement. That was really cool. Separately, I in trying to understand the subject better joined, joined a friend at a 360 video and VR a meetup. And so I went to the meetup to see, like, what are people in this space like talking about? Is it, are they thinking about it as video? Like where do we fit into this landscape? And I ended up meeting the organizers and I was like, you know, what, if we hosted an, a meetup, what if that, like, could that be cool? And they were like, huh, well maybe we typically already have our venues, but I convinced them. And so we got to host ahead of the launch. Naike (22:12): We hosted the VR meetup at our office and we got to bring the community into the space and got to see all the really awesome things people were doing with, I mean, beyond just like the demos of all the cool VR stuff we did, we did some presentations, we presented our product with, to them and got some really cool feedback on to see what folks in the space for doing. And then at launch, it felt like we were really well primed. So we had, we invited, we invited the community in, we had been developing this really interesting demos. So folks who, who wouldn't necessarily be in the loop, got it. When you interact with the demo, you immediately at the sense of like, Oh, I see what they're doing here because it's novel. And then we released the regular launch assets and that was really cool. We also partnered really well with our customers who are doing 360 video. So we had a lot of follow on content about how folks were leveraging it to give folks context. And that was really, that was really awesome and really special. Kathleen (23:10): Yeah, no, that, that brings me to another question, which is around content. I mean, I think there's a delicate dance of, you know, you, you want to, when you have these launches ready to go, you want to have enough content, all ready, ready, so that not only can you support people who are interested in the product, but you can generate interest like almost this full funnel strategy. But then I would think you also want to kind of tee some content in advance. Maybe that doesn't mention the product, but that talks to the pain points that it's solving that begins to build an audience for it. So can you talk me through how you think about that? Naike (23:46): Sure. I think that it's part of the planning when I do a big cross-functional meeting and I say, okay, this is the thing that we're releasing. I invite the cross functional teams, the content teams. So the folks who are working on content currently. So talk to me about what they think makes sense. So I try not to lead with, we need six blog posts and we need a webpage and please just like deliver all this stuff. I try to invite conversation about what they think would work best. What's already on their schedule. How can we tailor some of the things that they were thinking about to support the launch? And so we look at the calendar together, we talk about what the dependencies might be for developing content related to this launch. And then I dig in with them. So if they're like, okay, I think we can fit in three posts before launch, and then we can slot in these others. Naike (24:35): I'm like, great. What do I, how do I help deliver on that? And sort of take a production role I'm like doing, do you need time with an engineer? Do you need time with product, like doing me to like bring in some other domain experts so that you have what you need to create this. And that's typically how it's worked really well. I think that if you, if I were to come in top down and say like, Hey, I, what I see is like over the course of six weeks, we need six blog posts. So deliberate. You're not gonna make any friends and people weren't hugging to be excited about the launch. And that's not what you want. So inviting folks to share their expertise with you and let them and let you know, like, Hey, I've seen other companies do this really cool thing. Do you think we could try it this way? I'm all ears. I want to hear that because I can't pretend to be the, you know, the master of blog content or other types of interactive ways we could, we could get in touch with our prospects and customers. Kathleen (25:25): Yeah. I feel like that's a lesson for marketers in general and not even just product product marketers is, is the attitude that you go in with. You're so much more well-served if you think about the other parts of the company as your customer as opposed to, you know, them needing to give you things like, I need a blog, I need this, I need that. You know, I, it's more like, how can I help you? How can I make this easier for you? That is such an important little mind shift, a mindset shift that makes a massive difference anywhere in marketing that you work. Naike (25:59): Totally, totally agree. Kathleen (26:01): So what are some things that you wish you knew when you started out in product marketing? Naike (26:07): Woo. Everything, all the things I feel like if there is a product marketing mistake I've made it. But I think really, I wish I wish somebody had told me that the, I think the key of being a good product marketer is being curious about the product. I think I knew that inherently, but when you get busy when you get sales asking for things and you have launches on your plate, it's easy to sort of distance yourself from what's going on and focus on making sure that you're delivering. And because you're a marketer, there are actual tangible assets that people expect from you. But your job is to really remain curious and remain close to the product don't ever get too far away from it. And what are some ways you do that that means like going to standups and asking questions and asking people to explain things to you. Naike (27:01): I'm fairly new in my role in Foursquare. And after I do the regular, one-on-ones where I meet everybody on the marketing team and I meet sort of execs. I do the same with a CS and engineers. And I'm like, can you explain this to me? Like, how does this, how did these things work together? How does this make us different? What would you change? I want to know those things from the people who interact with the product every day. I want to know why the thing that they're working on, like, why is it important? Not just like what they're doing, but like, why does it matter? And continue to, that's how you build those relationships. That's how you continue to stay close and understand that, you know, it's hard to predict product work. It's really hard to, it's hard to predict when something's going to be ready, but when you have those relationships, you can go in and say, okay, so we thought this would be ready two weeks ago, what's changed. Naike (27:50): And you, and you don't have to have that conversation from like, I'm coming down on you, places like you're my friend. We, I understand how, what it takes to build this product. I want to understand what we need to do to help you to launch it. So having those relations and trips and remaining curious and remaining close is like critical. And I think that there have been times in my career where I've just been like, I have to get this, this one pager out. I need to develop this specific, this pitch deck, blah, blah, blah. And well, that stuff's important. It's not going to be as good if you don't have those close, you don't have that closeness and that curiosity. Kathleen (28:07): Yeah, absolutely. Any advice for product marketers out there when it comes to product launches, anythings that you think are really critical for them to do or keep in mind? Naike (28:35): This is probably more of like a personal thing than like a task thing, but I think keeping a cool head things are going to go wrong. Things are going to slip. That's normal and it should not be taken super personally. It should not be taken really hard. The reality is, like I mentioned before, it's really hard to predict product stuff. And so you may find yourself already on launch day and something happens and you're not able to like, there's a bug that prevents you from going from everything, from being shipping out. Or you have folks waiting for your, you have, you have press, that's waiting to be published and you have to tell everybody to wait, it's worth it to do that. Calmly. It's worth it to not freak out for your own wellbeing, but also for everyone else. It's your job as the person in the middle to clear the fog to make, to make sure that things are being communicated well, but also keep a cool head. I think you'll be better for it. And the, and everybody else around you will be too, cause I've definitely made the mistake of freaking out and setting things off in the wrong setting, off, sending out the wrong tone. And so keep a cool head because are going to go wrong and that's okay. You'll make them better. You'll communicate clearly and you'll get the launch out. Kathleen (29:47): You just actually raised another question in my head, which is communication cadence. Cause you talked about communication. So do you have a certain cadence that you maintain of like, how often do you give updates? Who do they go to? You know, are those updates by email, by video, do you hold a meeting? What does that look like for you while while preparing for launch? Naike (30:06): I typically do a biweekly depending on how much lead time there is. So if we are, you know, we're way ahead of lodge, maybe like every two weeks I touched base with the cross functional group, that's working on it to talk to them about where things are and how we're like, if there are contingencies, if you know, design is waiting on copy, what's happening with copy so we can support getting things, you know, through the pipeline. And then as we get closer, we'll do a one week meeting with that same cross functional team, just more of a status update. I know those are the worst kinds of meetings, but they actually really do help as a forcing function to make sure that everybody is getting the things that they need and catch any red flags if things are falling behind. Naike (30:52): So I'll do a weekly meeting and then day of launch, I like to do an internal only company meeting that says, Hey, these are the things that we're releasing today. This is why they're so important or so excited. And these are all the people who worked on it to give a big kudos to the folks who supported it and have been putting in long hours for the last six weeks or so, trying to get these assets out the door and then obviously including tweet, copy, or social copy for folks internally to support the launch in that email. Kathleen (31:22): That's a great point. You know, how do you, how do you mobilize the team to do its part in gaining momentum around the launch? I feel like Wistia is like the masters at this because I remember, I can't remember what it was they did, but there were there just their use of video throughout the whole team was unbelievable. But how do you approach that? I mean, you've worked at a couple of different companies, not everybody's Wistia, so Naike (31:46): Right. I mean, yeah. So I think the easiest thing to do is just make it easy. So in those emails I would send out like copy that folks could remix on their own and images that they could include and people would happily take exactly what I wrote or change it up and they would heed the call it's asked. So it's one important to just ask them to do that. A lot of companies don't and then it just, you don't get that sort of surround sound effect when the company launches and there's like 20 people all talking about it, you get that from your employees being engaged and sharing. So you want to encourage them to do that and you can tell them, Oh, I mean, that suggests nicely. And then beyond that other companies that I've worked at do like internal contests that's for the most social clicks and shares or tools that actually support these types of internal campaigns. So like what tools for example, Oh my goodness. I'm going to forget the name.  Kathleen (32:40): Sorry. I know I totally put you on the spot there. Naike (32:42): There is, there are tools that do the sort of internal like, I don't want to call it gamification, but essentially it like contests inside your company. So you, they like share the posts that they've posted. And then in the tool keeps track of the volume of visits or shares or clicks, and then you could reward the person or people who got the most, so it encourages those types. And so if you offer something cool, people will be more likely to engage lots of teams that I've worked on, have a little celebration there's in the office. So the entire company is invited to like celebrate the release of this thing. You get to celebrate your coworkers. And also just again, bringing that awareness. And at that time you can also encourage folks to participate by sharing on social or other places. Kathleen (33:29): That's great. I love that idea and getting the whole company involved and excited and kind of building momentum for that. Well, all right. We're going to change gears here. And I'm in very interested to know what you're going to say in response to my first of my two questions I ask everybody the first one is, and I'm going to give you a little bit of a twist. So the first question is I always ask people, is there a particular company or individual that's really like setting the standard for what it means to do inbound marketing? Well, right now, and the twist I'm going to give you is you cannot answer with any company that you've ever worked for because it's too easy to say, HubSpot or Wistia or any of these. So you have to pick a company you have not been employed by. Naike (34:14): Okay. Then my answer is, and I've been thinking about this, is Zendesk. I think they do really great inbound marketing. They have these really beautiful blogs it's you can tell that it's really well cared for, curated, and they almost have like a lifestyle brand for like, for folks who work in support. So it's not just like, these are our products and these are the ongoings of our company, but they also really care about they also really care about the community and they create content specific for that community. And it's really fantastic. So I really love if you go to their blog, it's really multiple blogs. They're fantastic. And they look great. And I can imagine being, if I were to support that this would be the place that I want to hang out for sure. Kathleen (35:01): Oh, I definitely need to go look at that. We're a Zendesk customer, but I haven't looked really closely at their blog. So I will be looking at it as soon as I get off with you. Question number two is that most marketers I talk to say their biggest pain point is just keeping up with everything that's changing in the world of digital marketing. It's so much. So how do you stay educated? How do you keep up with all the changes? Naike (35:29): Goodness, I think what I, what I, I really rely on LinkedIn surprisingly have a lot of connections that are super, super active. I'm not super active there, but I do have a lot of connection that are super active and talk a lot about what they're what they're finding interesting and what their resources are. And I follow a lot of that. I also, with regards to product marketing in particular, I like Pragmatic. Pragmatic Marketing is obviously, like the they're, they're really experts in the space. So I look at them. I also follow April Dunford really closely. Kathleen (35:53): I have to get her on this podcast. Naike (36:01): Oh my goodness. I would love that. She's fantastic. And I read her book and I think I saw her at a conference in Toronto a couple of years ago and I was just stunned. I was like, this woman just gets it. She knows. She just, she's just on top of it for sure. And really impressive to like hear her speak, but also just like really smart. And I, so I follow her really closely when she has something to say, I like definitely pay attention and listen. Kathleen (36:35): Yeah. I heard her speak at HubSpot's inbound conference and was blown away and she talked about positioning and it was, it was amazing talk. And then since then I've followed her really closely on Twitter, because like you say, every time she proverbially opens her mouth, like great stuff comes out. So April, if you're listening, come on and be a guest. And I would be remiss if I did not give a shout out right now to Mark Amigone and Nick Salvatoriello, who both suggested Naike as a guest because they had worked with her at HubSpot. And so if you're listening, I always end the podcast by saying, let me know if you know, any other kick ass inbound marketers. And I really mean it because this is how I find guests. So it's a lot of it is word of mouth. So if you, so thank you, Nick and Mark for the recommendation so much. And thank you Naike for coming on. Naike (37:20): This was great. Kathleen (37:22): If you are listening and you learn something new, which I mean, I definitely did. Please consider heading to Apple podcasts and leaving the podcast a five star review. I would love it and it would help us get found by other listeners. And as I said, if you know somebody else doing great inbound marketing work, please really do tweet me at @workmommywork, because I really would love to interview them. That's it for this week. Thank you so much, Naike. Naike (38:04): Thank you. Have a great day.

Chris has extensive experience as an elite athlete, a sales executive and a life/business coach. After high school, Chris raced international triathlons and attended Norwich University Military Academy. After just one year, he left college to chase his dream of racing bicycles in Europe. At the age of 22 he broke both arms in a cycling accident. This launched him out of cycling and into the workforce without a college degree. He started his sales career by landing an exclusive job at Yahoo’s largest advertising partner. He excelled in sales and over the next 7 years went on to work with companies like HubSpot, Cloud Provider, Nanigans and Localytics. Realizing he wanted something different, Chris quit sales and, along with Stephen Warley, started the modern business podcast Unstuckable. He became the learner in residence at the Uncollege Guided Gap Year Program, where he created Designing Your Year. This journey led him to Mike, and he found his calling as a men’s coach. Chris lives in San Francisco with his fiance, Anna, and loves helping men live their life from the inside out like he has.The Unshakable Man is an organization focused on men’s total health, wellness and fulfillment. Our mission is to serve men by providing resources and services to connect men to themselves, their important relationships, their work and purpose in life.“We believe a man must be introduced to various perspectives, experiences, and ideas in order to discover new and different ways of being a man. This is how a man challenges his sense of self and becomes unshakable.”Common growth zones we focus on:- Breathwork & mediation- Emotional awareness- Habit creation- Goal completion- Connection / managing important relationships- Purpose, fulfillment & life assessmentLinks:LinkedInWebsite UnshakableManBooks:The Course of LoveMating in CaptivityCutting Through Spiritual MaterialismLanguage of Emotions

#100xEntrepreneur #Podcast with Ashu Garg, Partner, Foundation Capital After graduating from IIT Delhi, and later completing his masters from IIM Bangalore, Ashu worked at various companies such as - Unilever India, McKinsey & Company, Microsoft and a few others. In 2008 he joined Foundation Capital and since then he’s been primarily investing in B2B & SaaS Companies for the past 11 years. Foundation Capital invested early in Netflix. His Portfolio Companies include - Localytics, QuanticMind, Opas.ai, ZeroStack and FundsIndia among others. In this podcast, Ashu shares his deep insights of the B2B & SaaS space in US & the opportunities coming ahead. Notes - 00:56 - His Professional Journey - A series of Serendipitous Events. 05:03 - What caught his interest in the B2B & SaaS market space? 07:23 - What are the key skills, he looks for in B2B founder? 10:05 - How to sell B2B or SaaS products? 12:01 - Why is having clarity on ICP (Initial Customer Profile) crucial for a business? 14:40 - How long does it take for him from - “First email from a founder to Cutting a Cheque”? 16:40 - Success & Struggles in Foundation Capital’s Portfolio Companies 25:10 - What’s his advice for founders who struggle to scale up in the SaaS market? 27:55 - When does he plans to invest more in Indian Companies? 31:23 - Themes he’s been on a look out for - Task Automation, Tools to make Development easy, Cybersecurity 27:15 - Will Startups in Credit Lending Space be able to make money? 38:00 - How can B2B entrepreneurs crack the next big thing?

Today, my guest is Ryan Kuder. Ryan is the Managing Director at Techstars Anywhere. Techstars is a global startup accelerator with a combined market cap of over $18B. They've funded companies like DigitalOcean, ClassPass, Bench, Plated, Localytics and SendGrid, which was acquired for $3B. Traditionally, the Techstars accelerator programs are city specific, but Ryan is in year 3 of an experiment to operate the program remotely with the founders who are accepted. Ryan is a 17-year tech veteran, having served as both a founder of several startups, and an executive at many more, including ecoATM. To round out his career even more, Ryan previously held marketing and product roles at both Yahoo and eBay. Speaking personally, I can tell you that Ryan is like a poo poo platter of startup wisdom and experience and I'm thrilled share our conversation with you today.

Learn from an experienced Head of Revenue Operations to become successful in a sales ops role with our special guest, Mark Feldman of Localytics...

The world is full of marketing challenges. Win rates need to be higher, there's a lack of sales and marketing alignment, a businesses need to be more efficient across the board. So how do you really focus in and select the right ABM accounts? How do you know what to pursue? Lisa Skinner of Localytics has the answers.

Today, my guest is Ryan Kuder. Ryan is the Managing Director at Techstars Anywhere.  Techstars is a global startup accelerator with a combined market cap of over $18B. They’ve funded companies like DigitalOcean, ClassPass, Bench, Plated, Localytics and SendGrid, which was acquired for $3B. Traditionally, the Techstars accelerator programs are city specific, but Ryan is...

Raj Co-Founded Localytics in 2009, and as CEO until 2017 created the leading mobile engagement platform that is used by many of the world's top brands. Prior to Localytics, Raj spent 12 years building a variety of technology companies. He was a management consultant focused on mobile with Bain & Company and Adventis. At Adventis, Raj worked alongside Steve Jobs at Apple to develop the business framework for the iPhone and led the formation of the multi-billion dollar Disney Mobile venture in Japan. Previously, Raj held sales and marketing leadership positions at Proco Machinery and Requisite Technology. Raj completed his MBA with Honors from the Ivey School of Business and London Business School.

In this Podcast Clayton, @theclaymethod from @TiVo sat with Vishal to talk about his experience running analytics group within media landscape and shed light on running analytics in media industry. Timeline: 0:29 Clayton's journey. 2:50 Clayton's current role as the director of Tivo. 5:13 Clayton's path to become a data scientist. 9:10 Analytics in the media. 12:06 Data in the creative industry. 14:32 Interesting use cases of data in media industry. 17:03 Classifying data for different media platforms. 18:48 Defining a typical data scientist in the media industry. 22:12 Art of doing business and science of doing business. 25:02 Putting together a data science team. 29:26 Successful KPIs in the media industry. 32:47 Interesting companies and products and their data practice. 34:22 Knowing the requirement of an AI/ML model in a business. 37:02 Data science practice in bigger companies. 38:33 Clayton's choice of the media industry. 39:42 Advice for data analysts who want to enter the media industry. 41:42 Mentorship and buddy system. 44:06 Advice for those who are from non engineering background. 47:40 Clayton's favorite reads. 49:40 Clayton's next ideal hire. 51:15 Closing remarks. Podcast link: https://futureofdata.org/futureofdata-with-theclaymethod-tivo-discussing-running-analytics-in-media-industry/ Bio: Clayton Kim is the Director of Data Science at TiVo, responsible for managing the applications of machine learning and statistical research on TV consumption data. Before TiVo, Clayton was the Sr. Manager of Data Science at Localytics, working on applying predictive intelligence to mobile app analytics and messaging. About #Podcast: #FutureOfData podcast is a conversation starter to bring leaders, influencers and lead practitioners to come on show and discuss their journey in creating the data driven future. Wanna Join? If you or any you know wants to join in, Register your interest @ http://play.analyticsweek.com/guest/ Want to sponsor? Email us @ info@analyticsweek.com Keywords: FutureOfData Data Analytics Leadership Podcast Big Data Strategy

Ashu Garg is a General Partner @ Foundation Capital whose portfolio includes the likes of Uber, Lending Club, Adroll and Netflix, just to name a few. As for Ashu, at Foundation he has led investments and naming just a few of them here, in the likes of Conviva, Localytics and TubeMogul, later going public in 2014. Prior to Foundation, Ashu was the General Manager for Microsoft’s online advertising business. In Today’s Episode You Will Learn: How Ashu made his way from completing to the Rubik's cube as a kid in 25 seconds to being a leading SaaS VC? How does Ashu really define scaling a SaaS company? What does product market fit really look like with regards to ARR growth? What are the 3 fundamentals that SaaS founders have to nail if they are to scale to $30m+ ARR? Why does Ashu believe it is so important to have a single insertion point? What does this mean for SaaS founders? What does Ashu advise first time founders making their first foray into the world of SaaS? How should they think about obtaining and building an ecosystem of mentors? How should they manage weaknesses within their own skill sets? Does Ashu believe with Aaron Levie @ Box, “anyone can learn to be a great CEO”? Where do technical founders most often struggle? What can be done to help them go from 0-1 on customer acquisition? Where do business led founders most often struggle? How must they think of the engineering element as a core part of the founding team? 60 Second SaaStr What does Ashu know now that he wishes he had known at the beginning? Chats: Fad in the enterprise or here to stay? Biggest inflection points and breaking points in SaaS company growth? If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin Harry Stebbings SaaStr Ashu Garg

Tony, Director of Support at Localytics is our first male guest and is an incredible male ally. In truth, he's a human ally. He's all for creating and supporting a diverse culture at Localytics and doesn't shy away from sharing his experiences and knowledge with others. We joke that if we were looking for a job, we'd want Tony to be our boss. He shares some advice on how best to create and support a strong, diverse team. In Tony's spare time he has a wonderful newsletter called Diversity Hackers. It's a must subscribe!

Sloan McCauley, Director of Channel Sales at Localytics, and Jen Spencer discuss educating clients, establishing trust and how nothing beats face-to-face time with partners on this episode of The Allbound Podcast. What do you do in your role? I came into this role about two years ago. The first year was about figuring out our strategy. From there it has really been a year of what we consider a full partnership production. At this point we are influencing a part of our overall pipeline here at Localytics. Ultimately my goal in running this business would be to have it be a 50 / 50 split between channel and direct sales.  And hopefully it will continue to grow from there. What major initiatives are you implementing to develop those relationships? We're aiming to provide as much education and support as possible, and that comes in many different forms. With a product like Localytics, because we are focused on the total lifecycle of users as it relates to the mobile application, we present an opportunity to have partners push their customer to think beyond the download, beyond standard media metrics, and have them  think about retention. How do we turn these users into a lifetime customer and ultimately these producers of our brand? Fortunately we have a platform that allows and equips agencies to push customers to think that way.   How do you support knowledge transfer between Localytics and your partners? These are incredibly busy folks, so it's about delivering consistency –– being in front of your partners and being on call for them when they need information. It can be phone calls or in the form of weekly or biweekly newsletters. But I don't think anything replaces being front and center in person with partners. What is the biggest challenge with actually engaging your partners? Trying to build up our numbers. This was trial and error because Localytics didn't have a defined partnership strategy yet. We tried to see who we could get in front of and tried to understand a wide array of partners. Quite honestly we onboarded a considerable amount of those folks this way. Definitely, coming out of the gate, start small and make sure that you establish an ongoing communication strategy with those folks. Do you have any tips for establishing trust with partners? You never want to enter into a business relationship with someone when you don't understand what their endgame is. The same goes for partners. It is really important to understand what the core of their business is so that you can use that information to turn it into a mutually beneficial relationship. It ultimately builds trust that we are taking the time to look at your client's business. Speed Round Questions: Favorite city? San Francisco. Are you an animal lover? Yes, a big time animal lover. Mac or PC? Mac. Uber or Lyft? Uber. Ride or die Uber. All expenses paid trip to? Croatia.

In today’s episode, I interview Bettina Hein, founder & CEO of Pixability, a software platform that helps brands and their agencies place video advertising on platforms such as YouTube, Facebook, Twitter, and Instagram. Bettina’s first company, SVOX, which worked on text to speech, was sold to Nuance and that technology can be found on mobile phones and cars today. Bettina was born in Berlin, attended college in Switzerland, and moved to Cambridge to become a Sloan Fellow at MIT. It was then that Bettina started Pixability at the Cambridge Innovation Center after identifying the major shift underway in the video industry.   In this episode, Bettina shares amongst other things:                 Pixability’s shift from a B2C company to B2B                 The sea change happening in the consumption of media                 Why online advertising is still undervalued                 The three big mistakes that most advertisers make                 How Bettina sees video advertising changing over the next five to ten years                 The three things you need to be a successful entrepreneur                 How she manages a company with multiple offices around the world Links from this episode:                 Clayton Christensen                 Vimeo                 metacafé                 Dailymotion                 Snapchat                 Amazon Instant Video                 SNOW                 WeChat                 Pinterest                 WhatsApp                 Tinder                 Twitch                 DataXu                 nToggle                 Adelphic                 nanigans                 Hulu                 Netflix                 Slack                 Google Hangouts                 Trattoria Il Panino                 Mama Maria                 InsightSquared                 Buildium                 Localytics                 Happie                 Thinking Fast and Slow                 The Power of Habit                 Crime and Punishment                 The Green Brothers                 Casey Neistat                 CaseyNeistat.video                 Kid President                 SoulPancake                 Pixability on Twitter                 Pixability on Facebook                 Pixability on Youtube                 She-E-Os   If you liked this episode: Follow the podcast on Twitter Subscribe on iTunes or your podcast app and write a review Get in touch with feedback, ideas, or to say hi: nic {AT} startupbostonpodcast [DOT] com

Josh Todd, CMO of Localytics, draws from case studies and hard data to show marketers how they can harness personalization and optimization to solve the impending "Engament Crisis" and win back consumer interest and trust. Josh tells our hosts -- Peggy Anne Salz and Shahab Zargari -- why (and how)  push notifications -- which have been shown to increase app engagement by 88%  -- should be top of mind with marketers and brands.

Summary Michal Klos of Localytics tells me about their big data stack and where he thinks the industry is going. Details Who he is, what he does; overview of the world of big data, history, batch processing, stream processing and micro batching; databases, Apache Spark, separating storage and compute; where he thinks the industry is going in the next five years, more about Spark, data lakes, query federation, Presto; how to get started with a big data project, picking technologies, doing a test; most big data projects fail, you should start small, get cross team involvement; how to scale to petabytes, start small with short expected lifespan; technologies Localytics uses, blog, they are hiring.

Is Angel investing more like buying a lottery ticket or adopting a puppy? Learn this answer as well as other interesting facts about Angel investing in Episode 67 of Accredited Investor Markets Radio. In this episode, host Christopher Cahill spoke with Josh Maher, a Seattle-based Angel investor, investor educator, and author of Startup Wealth: How the Best Angel Investors Make Money in Startups, which features interviews with 23 exemplary early stage investors. Josh has also helped found Seattle Angel, Seattle Angel Conference, and the Seattle Angel Fund, each with distinct roles in fostering able early investing. Some other topics covered are: What due diligence issues are most important for Angels?; and how are diverse Angel investment methods and styles related to the personality of the investor?   You can find out more about Josh Maher and Startup Wealth here and here.   Or you can find him here: Twitter: @JoshMaher LinkedIn     About Josh Maher   Josh Maher is the author of Startup Wealth: How the Best Angel Investors Make Money in Startups. Startup Wealth delivers engaging interviews with early-stage investors in Google, Invisalign, ZipCar, Uber, Twilio, Localytics, and other successful and not so successful companies. You can learn more about the book and get additional material on theStartup Wealth website. He's a passionate supporter of the Seattle startup community, President of Seattle Angel, a non-profit focused on education at the intersection of startups and angel investing. Seattle Angel launched the highly successful Seattle Angel Conference and recently launched the Seattle Angel Fund. Josh, an angel investor himself, has been consulting, mentoring, and advising startups since 2007 and has recently been working to help individuals with strategies for including early stage investments in their overall portfolio. If you are a family office or need the services of a family office, Josh has some interesting projects in the works to help you.

Talking about Actionable Analytics in a Mobile World as Uyen Tieu speaks with the Founder / CTO at Localytics Henry Cipolla. Localytics  allows organizations to gain deep, actionable insights into app user behaviors and leverage these insights to acquire users more efficiently, to drive targeted interactions through push and in-app messaging or re-targeting, and to personalize the in-app experience.

It goes without saying that app's name plays a big role. Actually, app store optimization starts with the name. Your goal is to make a shot not only with the first impression, but with any impression. So what is important to take into account while naming an app?

iTunesで購読する 黒田樹さんとリーンスタートアップの実践について話しました。 黒田樹（@i2key） 山本大策（@daisaku） 「今回のキーワード」 無駄のない判断をできているか確認する価値観/すべては仮説と考える/自分の欲しいものを作ることも重要/Build->Measure->Learn/ユーザーの10%だけに新機能を公開して検証/Leanplum/MVP(Minimum Viable Product)/仮説を検証できる何か/インタビューの場では実証せず計測だけする/インタビューをやめていいタイミング/ドラえもんのひみつ道具はハイレベルコンセプト/リーンキャンバス/Localytics/コホート分析/GoogleAnalyticsをGAと呼ぶのはリクルート用語？/Heap/価値観を共有することで無駄が減ったことが利点/仮説の元となるアイデアが重要/MVPの完成度/エンジニア主体で取り組める/エンジニアが理解しやすい科学的アプローチ 社内スタートアップによる組織の成長に伴い発生する痛みとその解決策について45分拡大版 cameran Leanplum ドラえもん最新ひみつ道具大事典 Localytics Heap このポッドキャストの感想は #prototypefm にお願いします。 Special Guest: 黒田 樹.

It used to be the difficulty for marketers revolved around finding ways to deliver branded, rich experiences and apps that bring customers into their premises, or simply encourage ongoing engagement. Fast forward, and the main challenge is integrating data from your mobile app users back to have a detailed view of the consumer and insight into the entire customer journey across all channels online, offline and in-app. Josh Todd CMO of Localytics, an analytics and marketing platform for mobile and web apps talks about the place of apps in smart marketing and why positive results demand powerful analytics.

Summary Henry Cipolla of Localytics and I discuss analytics, its real time uses and how Localytics tools work. Details Henry's background, what Localytics does; SDK; analytics and app marketing; recording user behavior; how customers use data from Localytics; figuring out what customers do and want; acting on data; competitors; how it works, AWS, real time processing, Scala, Angular, Mongo, Hadoop, Redshift; growing the system; incorporating third party tools and figuring out how to remove them, moving large volumes of data; scaling; tracking users and privacy; advice on using big data, queues, store all data, tagging; misunderstanding the cloud.

Welcome to episode #169. On the show: Top stories of the week include Sears offering curbside pickup; Amazon launching Flow; Virgin America's new in-air social network; Augmented reality on the bus; Royal Caribbean solves windowless cabins; Museum of Contemporary Art in Chicago's interactive billboard; Localytics brings in $17M in funding; Yahoo! partners with Yelp. The Mobile Minute with Chuck Martin examines the impact of passive data collection. Our app of the week is TouchRoom. Our Resource looks at how location-based marketing delivers ads to in-store shoppers. Our special guest is blogger and author Greg Hickman of Mobile Mixed who brings tactical advice on SMS marketing.   Full show notes can be found here: http://untether.tv/2014/twilbm-169-the-mile-high-social-club/