Podcasts about macquarie graduate school

Shahin is joined by ANZ Regional VP of LogicMonitor, Caerl Murray, to chat about the nuances of developing a go-to-market strategy in ANZ as well as how to approach building a strong, successful team. This episode also covers... How to achieve messaging alignment between marketing and sales teamsHow to stand out to your customersAnd how team sport can help you approach business resilience and motivation About Caerl... Caerl Murray is an accomplished technology leader with over 20 years of experience in IT operations, cloud computing, and sales management across various industry verticals. Currently serving as the ANZ Regional Vice President at LogicMonitor, he is responsible for driving business operations and strategic growth in the region. Under his leadership, LogicMonitor's observability platform empowers organisations to enhance visibility across their technological landscapes, enabling them to focus on innovation rather than troubleshooting. Prior to this role, Caerl was the ANZ Sales Director at Alibaba Cloud, where he led a team dedicated to helping customers navigate the cloud ecosystem, particularly in Asia and China. His extensive experience also includes serving as National Sales Manager at Ricoh IT Services, where he managed a team of 16 sales professionals, focusing on strategic planning and business growth. With a Bachelor of Economics from the University of Sydney and a Graduate Certificate of Management from the Macquarie Graduate School of Management, Caerl combines academic expertise with practical experience. His career is marked by a commitment to customer success and a passion for leveraging technology to drive business results. Resources mentioned in this episode: Mindset - Carol DweckThe Brutal Truth - Brian Burns _________________

Small Biz Matters: People, Policy, Purpose ~ Episode #253      Broadcast date: 10 Dec 2024 Host: Alexi Boyd, Small Business Advocate & Policy Advisor Guests: Anna Booth, Fair Work Ombudsman It's been a big year for Small Biz Matters: People, Policy, Purpose and we're finishing it off with a bang! This week we welcome Anna Booth, Australia's Fair Work Ombudsman to discuss the changes to industrial relations legislation and what it means for small businesses now and into the future. And importantly, what does it mean for the Fair Work Ombudsman agency itself? Industrial relations and the Fair Work Act have always been a minefield for small businesses but the recent changes are really overwhelming and many have said they will avoid employing anyone as a result. The Respect @ Work legislation, changes to Fair Work Act with Same Job Same Pay (tranche one and tranche two), the Right to Disconnect laws, the introduction of Family and Domestic Violence Leave, Psychosocial hazards and positive duty guidelines... it's not a far-fetched assumption to say it's a little bit confusing at times and downright out of scope for most. There's a lot of speculation in the media (both political and practical) about the impact on small business owners navigating this complex web. Will it mean more owners will shift back to under-the-counter cash in hand wages? With more complexity, will we see more workers vulnerable as small business owners struggle to navigate changes or, is this all a smokescreen and they're handling it just fine. Well, the Fair Work Ombudsman's team is on the front line of these questions from both employers and employees and there to assist both with navigating the complexities. Plus, they've made some pretty snazzy changes to their website in order to make it easier. In the final episode of People Policy Purpose it's a big show, so let's get straight into hearing from this week's expert guest, the Fair Work Ombudsman Anna Booth. PEOPLE – How would you like to see small businesses become more activated in regards to workplace relations? What sort of education and outreach programs do you currently have to engage with that audience? Where have you noticed small businesses have been engaging to find info on Fair Work? POLICY -  industrial relations legislation is complex. How does the fair work ombudsman take such complex legislation and translated into procedures that small businesses can follow? What would be your recommendations to small businesses listening as a good place to start? Who are the best advisors to work with, if a typical small business owner can't afford an HR lawyer on their team? COSBOA launched the PEAK resource for small businesses to navigate IR changes. How does your office interact with support services like this, offered by other agencies? PURPOSE - can you describe the role of the Fair Work Ombudsman? Is it independent and how do you keep your work at arm's length from policy makers? Do you influence their decisions and guide on best practice when it comes to considering the small business community in their deliberations? Anna Booth was appointed to the position of Fair Work Ombudsman for a 5 year term from 1 September 2023. Under the Fair Work Act 2009, Anna is responsible for promoting harmonious, productive, cooperative and compliant workplace relations. She has extensive and diverse experience in industrial relations spanning more than 45 years, working with unions, private, and public sectors. Anna was most recently Director of CoSolve Pty Ltd. She returned to CoSolve in 2020 after serving as a Deputy President of the Fair Work Commission for 8 years. Before her appointment to the Fair Work Commission, Anna combined her CoSolve directorship with non-executive directorships of ME Bank and IFM and was the non-executive chair of Slater & Gordon Ltd. Anna spent much of her early career in the union movement. She was the National Secretary of the Textile, Clothing and Footwear Union of Australia and a Vice President of the Australian Council of Trade Unions. Anna has also been Vice President Corporate Affairs at Sydney Harbour Casino and a lecturer at the Macquarie Graduate School of Management and the Australian Institute of Management. She has served on the boards of Commonwealth Bank of Australia, the Sydney Organising Committee for the Olympic Games and NRMA Ltd. Anna is an accredited mediator under the National Mediator Accreditation System. She holds a Bachelor of Economics (Hons) from the University of Sydney and is the patron of the Industrial Relations Society of NSW. The Fair Work Ombudsman's purpose is to promote harmonious, productive, cooperative and compliant workplace relations in Australia. Their functions are to outline the responsibilities set by the Fair Work Act 2009 to achieve this purpose: provide education, assistance, advice and guidance to employers, employees, regulated workers, regulated businesses, persons in a road transport contractual chain, outworkers, outworker entities and organisations promote and monitor compliance with workplace laws inquire into and investigate breaches of the Fair Work Act take appropriate enforcement action perform our statutory functions efficiently, effectively, economically and ethically. To find out more about the Fair Work Ombudsman and how they help small businesses  click HERE

Mike Deeks CSC, Group Managing Director, Blue Ocean Marine Tech Systems Pty Ltd Mike assumed the role of Group MD of Blue Ocean Marine Tech Systems (BO-MTS) in September 2021. BO-MTS is a proudly Western Australian company servicing the offshore energy and defence sectors in Australia and the UK, utilising disruptive persistent uncrewed autonomous underwater vehicles fitted with an array of mission specific sensors. Prior to joining BO-MTS, Mike was based in London as the Western Australian Agent General. Mike's role was to represent Western Australian interests and promote Western Australia, throughout the UK, Europe and Israel, as a great place for investment, trade, research and development, education, training, and tourism. Mike had a 32-year naval career including command of three Oberon class submarines and the Fleet Replenishment ship, HMAS Success. His last role in the Royal Australian Navy was as the Commander of the Australian Submarine Group and the Senior Defence Officer in WA. He retired in the rank of Commodore in 2005. Awards include the Conspicuous Service Cross, the Australian Service Medal (Special Operations clasp), the Defence Force Service Medal (three bars) and the Australian Defence Medal. He is a Freeman of the City of London. Mike has a wealth of experience in Marine and Defence Industries, previously holding senior executive roles with L3 Nautronix, Raytheon and Civmec.Mike is currently a Non-Executive Director and Chair of the Governance Committee for Parkerville Children and Youth Centre, a NFP organisation.Past Board roles include Non-Executive Directorships with the Pilbara Ports Authority and Dampier Port Authority, Deputy Chair of the Governing Council of Challenger Institute, member of the WA State Training Board, Chair of Stepping Stones Child Development Centre, member of the Menzies Australia Institute Advisory Board, Kings College, London, and member of the Britain Australia Society Advisory Board. Mike holds a Bachelor of Arts from the University of New South Wales and a Master of Management from the Macquarie Graduate School of Management (NSW). He is a Graduate (with Distinction) from the US Naval War College (Newport, RI) and a Fellow of the Australian Institute of Company Directors.Mike is very happily married to Jenny and they have three wonderful children and six delightful grandchildren. Mike's pastimes and other interests include sailing (having completed four Sydney to Hobart yacht races), walking, bike riding, family times, attempting to play the bagpipes (it only has nine notes – how hard can it be!!), reading and practicing his Christian faith. Hosted on Acast. See acast.com/privacy for more information.

“HR is normally an advocate of the employer, normally to the detriment of the employee and I was not that way.”   This is a special episode only available to our podcast subscribers, which we call The Mini Chief. These are short, sharp highlights from our fabulous CEO guests, where you get a 5 to 10 minute snapshot from their full episode. In this edition of the Mini Chief we feature a snippet from our Best of Series with the Chief Growth Officer of ACS (Australian Computer Society), Siobhan O'Sullivan. Her full episode is titled Customer experience, looking at yourself in the mirror and accelerating your career and you can find the full audio and show notes here:

“I'm an advocate of not getting splinters in my bum or sitting on a fence. Make hard choices, make them now, rip the BandAid off.”   In this Best of Series episode of The Inner Chief podcast, we feature the Chief Growth Officer of ACS (Australian Computer Society), Siobhan O'Sullivan, on customer experience, looking at yourself in the mirror and accelerating your career.

EPISODE 1869: In this KEEN ON show, Andrew talks to Kate Bravery, co-author of WORK DIFFERENT, who offers ten truths about work, jobs and education in the age of AIKate Bravery is Mercer's Global Advisory Solutions and Insight Leader and a non-executive director at Digital Frontiers. She oversees HR solutions and insights at Mercer, plus the management of its knowledge across its Health, Wealth, and Career practices. Kate is a global citizen who currently lives in Brighton in the UK with her husband, son, and daughter. Kate is an acclaimed thought leader on the future of work: she is the author of Mercer's Global Talent Trends study and runs podcast and live events that focus on emerging workforce trends. She convened with the World Economic Forum (WEF) and Oxford University on the future of work post-COVID, gender parity and how to ensure equitable futures for all. Kate started her career by evaluating how employee orientation and leadership programs impacted worker's perceptions of their cultural alignment at American Express. She then tackled consulting, from leadership profiling and team building to People Strategy and HCM processes, all the while honing her thinking on human-centric design. When she joined Mercer in Hong Kong, she added rewards consulting and workforce analytics to her expertise. Kate has held a range of leadership roles worldwide, and strives to help companies secure a talent advantage through their people, She is passionate about advancing our collective mindset around what constitutes decent work and a desirable employer. Kate is a Chartered Occupational Psychologist (British Psychological Society) with an BSc (Hons.) from Royal Holloway Collage, London, an MSc in Organisational Psychology from City University (UK), and an MBA from Macquarie Graduate School of business (Sydney).Named as one of the "100 most connected men" by GQ magazine, Andrew Keen is amongst the world's best known broadcasters and commentators. In addition to presenting KEEN ON, he is the host of the long-running How To Fix Democracy show. He is also the author of four prescient books about digital technology: CULT OF THE AMATEUR, DIGITAL VERTIGO, THE INTERNET IS NOT THE ANSWER and HOW TO FIX THE FUTURE. Andrew lives in San Francisco, is married to Cassandra Knight, Google's VP of Litigation & Discovery, and has two grown children.

David Mulham joined USANA Health Science in 2009 and now serves as the company's Chief Sales Officer. Prior to joining USANA, David had extensive experience in the Direct Selling Industry, having worked for Amway, Mary Kay, Nutrimetics, and Dorling Kindersley Family Learning. He subsequently worked in property development as Director of both Hunter Valley Gardens and Tempus Two Winery. David has a post-graduate diploma from Macquarie Graduate School of Management, Sydney, and received the Silver Stevie Award in 2015, for Executive of the Year—Health Products & Services and Pharmaceuticals. Learn more about the USANA Foundation and make a charitable donation to help those in need.  Subscribe, rate, and review Let's Go! with USANA on iTunes or Google Podcasts. Find out how you can buy onsite tickets for USANA Live 2023 Americas & Europe Convention. For more information about USANA.

Discover how Bill Franklin (CEO of Hardi Australia) develops high performing teams, which 3 values he looks for when hiring people, and how he accidentally discovered his leadership blind spot (14 minute podcast). CEO BLINDSPOTS® PODCAST GUEST: Bill Franklin. He is the CEO of Hardi Australia, a company committed to providing solutions that ensure an environmentally responsible, sustainable future within crop protection. Bill is a no-nonsense, seasoned CEO who delivers on strategic objectives. He has over 20 years of global leadership experience. Bill is a builder of high performing, dedicated teams of best in class professionals. He is commercially rounded and street wise with a resolute intent to delivering superior business performance. Bill graduated with a Master of Business Administration (MBA) in Strategic Organizational Capability, from the Macquarie Graduate School of Management (MGSM). For more information about Hardi Australia; www.hardi.com.au CEO Blindspots® Podcast Host: Birgit Kamps. Birgit Kamps is a board member, conflict-resolution advisor, and founder of two companies which includes being a former CEO of an Inc. 500 fastest growing private company and a best company to work for in Texas. In addition, Birgit was speaking 5 languages by the age of 10, and lived in 5 countries with her Dutch parents, prior to becoming an American citizen. This laid the foundation for her ability to quickly understand a company's culture, read people, and identify leadership blind spots. Birgit is also the founder and host of the CEO Blindspots® Podcast. With an audience in 11+ countries and recognition by Spotify for its “biggest listener growth in the USA by 733%”, the podcast has become a valuable resource for leaders looking to improve their management skills; https://ceoblindspots.com/podcast/ To ask questions about any of the CEO Blindspots® Podcast episodes, send an email to birgit@ceoblindspots.com

This week on the Redefining Sales podcast, we were joined by Shant Soghomonian, Channel Director of Dell Technology, Shant has extensive experience in developing sales teams, new markets with channel partners across Asia Pacific & Japan, leading the sales team and channel ecosystem for DELL EMC across ANZ. His career at DELL EMC started over 10 years, joining VMware in APJ channel leadership roles. prior to joining VMware, Shant held sales and management roles at Symantec, VERITAS and Ingram Micro – a career in the IT industry spanning over 18 years. Shant received Graduate and Post Graduate qualifications from the Australian Catholic University, Bachelor of Information System and a Master of Business Administration (MBA) from the Macquarie Graduate School of Management (also served on the Alumni council as the Deputy Chair). Outside of work Shant is involved in the technology startup community, including being an investment advisor to Granatus Ventures (http://granatusventures.com/) and an active member of the Australian Armenian community and Chair of Australia Armenia Media, Australia's leading Armenian media organization. In this episode of the Redefining Sales podcast, we covered: Strategies to priority for 2023 IT Industry for 2023 The non-negotiables for a successful channel model? Approach innovation in a large corporate What's your lens on effective sales in 2023? For anyone looking to progress into senior leadership roles, what would be your advice? As a Sales leader what do you look for in high-performance sales teams? What's been one of the best investments in your development you've made & why? Check out Shant: ► Website: http://www.delltechnologies.com ► LinkedIn: https://www.linkedin.com/in/shants/ Follow Sales Redefined on: ► LinkedIn: https://www.linkedin.com/company/salesredefined/ ► Subscribe to SMarketing Lowdown ► Download the whitepaper here: https://whitepaper.salesredefined.com.au Enjoyed this episode and want more? ► Redefining Sales Podcast Playlist: https://tinyurl.com/Redefining-Sales-Podcast

                                                                  Karen Loon shares her lessons about how "Our future is shaped by our past", that "Imposter syndrome is normal", why you should not "be scared to look in the mirror" and more. Hosted by Jeffery Wang  About Karen Loon Karen Loon is passionate about ensuring that both women and those from culturally diverse backgrounds are given the right opportunities to thrive within their organisations. Combining her business and governance experience as Non-Executive Director (NED); her 29 years working with the world's leading financial institutions as a senior relationship and assurance partner at PwC; her knowledge gained from leading change initiatives in diversity; and her academic research in system psychodynamics, Karen delivers research-based and yet practical advice to the organisations she works with. Karen is a recognised thought leader and speaker on workplace diversity and inclusion. She was formerly PwC's Singapore and Asia-Pacific Diversity Leader and a member of its Global Diversity Leadership Team and Global Financial Services Diversity Steering Committee. Under her leadership, PwC won the British Chamber of Commerce Singapore's 2017 Embracing Diversity and Inclusion Award. She was also awarded a certificate at the 2017 Singapore Committee for UN Women HeForShe Awards to recognise her work to promote gender equality in Singapore. Karen regularly shares her views on enhancing diversity with leading organisations and professional and industry bodies in Australia and Singapore. She is also a commentator on governance and culture matters.   Karen is a NED on several for-profit, professional, and educational organisation boards. She has an Executive Master in Change from INSEAD, a Master of Business Administration from Macquarie Graduate School of Management, and a Bachelor of Economics from the University of Sydney. In addition, Karen has several post-graduate qualifications in accounting, finance, corporate governance, and culture. Karen's current book Fostering Culturally Diverse Leadership in Organisations-Lessons from Those Who Smashed the Bamboo Ceiling, examines how successful culturally diverse leaders at work resolve the contradictions and tensions of their identities within organisations. Episode Notes Lesson 1: Life is full of patterns that we continuously repeat 03:05 Lesson 2: Your family will always be your biggest cheers squad 06:32 Lesson 3: Our future is shaped by our past 10:47 Lesson 4: If you're not networking, you're not working 13:55 Lesson 5: Imposter syndrome is normal 17:52 Lesson 6: Don't be scared to look in the mirror 20:59 Lesson 7: Embrace negative capability 23:49 Lesson 8: Invest in ‘me' time 25:52 Lesson 9: Stay hungry, stay foolish 26:55 Lesson 10: The best way to bond is over food 29:17  

A friend shared with me a long time ago that you only ‘grow' when you reach the edge of your comfort zone. Tonight's guest, Mindfulness and Positive Neuroplasticity coach Michael Bartura helped me understand my comfort zone in a more profound way. One of the many tips and insights he shares is, “You only know yourself through the pleasure of the identities you are comfortable with and the fear of the identities you are uncomfortable with....” Wowza, that's a powerful reframe... He also shares• What to do when your diagnosis rips apart your identity, • How to quit arguing with reality and make happiness a practice,• Ways to develop the capacity to observe without judgment,• Breathing patterns for clarity and well-being and so much more... More About Our Guest: Michael Bartura, lifestyle educator, consultant, and health and wellness coach, runs a coaching practice based on Mindfulness-based Leadership and Positive Neuroplasticity. Michael is a passionate and skilled coach and has been an associate of the Asian Leadership Institute for over 20 years. With extensive experience in training and development, coaching, and mentoring, he delivers insightful and engaging trainings, seminars, and group work through nondenominational science-based methodologies. Besides various certificates and diplomas in holistic therapies, Michael holds a Master's degree in Management from the Macquarie Graduate School of Management. Michael works with individuals, organizations, and startups. Learn more about Michael and his work at HappyHabits.com.au Share this link with family and friends:www.UnderstandingAutoimmune.com/MichaelB-2022This show is not intended to diagnose, prevent, or treat autoimmune diseases or other illnesses. The information presented within cannot substitute for the advice of your physician or other trained healthcare professionals. The information provided on UnderstandingAutoimmune.com, Life Interrupted Radio.com, and The Autoimmune Hour are for educational purposes only.

What To Do When ‘It' Doesn't Work Anymore… with Mindfulness and Positive Neuroplasticity coach Michael BarturaAired Friday, November 11, 2022 at 4:00 PM PST / 7:00 PM ESTA friend shared with me a long time ago that you only ‘grow' when you reach the edge of your comfort zone. Tonight's guest, Mindfulness and Positive Neuroplasticity coach Michael Bartura helped me understand my comfort zone in a more profound way. One of the many tips and insights he shares is, “You only know yourself through the pleasure of the identities you are comfortable with and the fear of the identities you are uncomfortable with….” Wowza, that's a powerful reframe…He also shares• What to do when your diagnosis rips apart your identity,• How to quit arguing with reality and make happiness a practice,• Ways to develop the capacity to observe without judgment,• Breathing patterns for clarity and well-being and so much more…More About Our Guest:Michael Bartura, lifestyle educator, consultant, and health and wellness coach, runs a coaching practice based on Mindfulness-based Leadership and Positive Neuroplasticity.Michael is a passionate and skilled coach and has been an associate of the Asian Leadership Institute for over 20 years. With extensive experience in training and development, coaching, and mentoring, he delivers insightful and engaging trainings, seminars, and group work through nondenominational science-based methodologies. Besides various certificates and diplomas in holistic therapies, Michael holds a Master's degree in Management from the Macquarie Graduate School of Management. Michael works with individuals, organizations, and startups.Learn more about Michael and his work at https://happyhabits.com.au/This show is not intended to diagnose, prevent, or treat autoimmune diseases or other illnesses. The information presented within cannot substitute for the advice of your physician or other trained healthcare professionals. The information provided on UnderstandingAutoimmune.com, Life Interrupted Radio.com, and The Autoimmune Hour are for educational purposes only.#MichaelBartura #SharonSayler #AutoImmuneHourVisit the Autoimmune Hour show page https://omtimes.com/iom/shows/autoimmune-hour/Connect with Sharon Sayler at http://lifeinterruptedradio.com/Subscribe to our Newsletter https://omtimes.com/subscribe-omtimes-magazine/Connect with OMTimes on Facebook https://www.facebook.com/Omtimes.Magazine/ and OMTimes Radio https://www.facebook.com/ConsciousRadiowebtv.OMTimes/Twitter: https://twitter.com/OmTimes/Instagram: https://www.instagram.com/omtimes/Linkedin: https://www.linkedin.com/company/2798417/Pinterest: https://www.pinterest.com/omtimes/

Dr. Steven Segal was a popular lecturer at Macquarie Graduate School of Management (MGSM) where he taught postgraduate MBA students for more than 20 years. His classes were highly sought after and I was fortunate to attend one of them. In this episode , Steven and I talk about the ancient history of purpose discovery, how an increasingly individualistic world affects our mental health and relationships, the relationship between self-actualization and purpose, the limitation of solution-focused thinking in the context of finding our purpose, how to work with anxiety and depression. During our conversation, Steven also shares interesting stories about Ian Thorpe, Nelson Mandela and Robert De Niro. Are you on the journey or off the journey? This is a question Steven likes to ask himself. I am honoured to have this chat with Steven. It is thought-provoking. Steven is a professor and psychologist, he is passionate about combing his psychological approach with a practical philosophical lens to help individuals and organisation change.Better-self together. Aaron PangSupport the show

This year, the Australian EtA and Search Fund community is looking forward to its first big event for the region. The EtA Forum (www.etaforum.com.au) will be held in Manly Beach in Sydney, on Friday 16th September. In this episode I speak with Rob Gaunt, CEO of ACE Training. Rob started his career selling photocopiers and worked his way up to COO. He then obtained an MBA at Macquarie Graduate School of Management before launching his search for a company to acquire in partnership with SMEVentures, a platform for search funds in Australia. At the EtA Forum next month, Rob is hosting a panel that will focus on the various “flavours” of EtA that are available to both Entrepreneurs and Investors alike. He will have representatives from a few common models and another from a novel approach to the task. It should be a really interesting session that provides an opportunity for the audience to hear directly from people who have walked each path and learn more about the structure that could suit them best. Please stay tuned as we count down the days and be sure to yell out if you have any questions or comments to offer, so we can make the EtA Forum a great event for all involved. Tickets available at: www.etaforum.com.au Connect with Pete : https://www.linkedin.com/in/peteseligman/ Connect with Rob : https://www.linkedin.com/in/rob-gaunt/ What we discussed: 03:49 Rob tells us how things are going at ACE Training a year into the acquisition 08:24 Rob discusses the approach to the panel session “The Flavours of Search” coming up at the EtA Forum 15:35 Pete & Rob talk about what may influence an investor's decision around the structure they follow 17:30 Rob discusses why a certain model may resonate with an investor more than another 18:48 Pete & Rob tell us what the Search community can expect from the EtA Forum in September Quotes: The big shiny thing that everyone wants to chase is growth and how do we scale this but sometimes the real value is in setting that foundation first. So you've got that springboard to then go and achieve what you want to do. There is no right or wrong way to do this. There are just different ways and people's strengths and backgrounds match up to different components of that. It's not only what structure do I think might suit me, but it's also what structure might suit me in this market as opposed to next year's market? Inevitably, everyone wants to know, how did you raise the capital? It's the first question every searcher asked. And it is, in my view, absolutely, the wrong question to be asking If you've got a good idea, or you've got a good kind of approach, the capital will come. I think that the most important part of this is understanding why you gravitate towards one of these different models. And irrespective of the one that you choose, how are you looking to support yourself through that process, and, you know, each model has slightly different components to it. And you need to fill those in in different ways. Someone who really understands their core capabilities and the way that they want to go about it, it's going to stand out from someone who hasn't done that work. We all looked at the problem differently. And we all got elements of it wrong. And we learned more from what we got wrong, than what we got right. It's nice for us to be able to have this type of conversation in a public forum and say, hey, you know, here are some of the things that we learned and answer some of those questions. It's fantastic to see the model doing so well in Australia. I feel very lucky to be part of it.

Joining us today is Lisa McDonald, a Clinical Naturopath with over 10 years of experience in recovery from Mould Toxicity. Today we're going to be discussing how gut health impacts and is impacted by mould Biotoxins. About Lisa: Lisa is a Clinical Naturopath, lecturer and Practitioner Board Member of the Australian Register of Naturopaths and Herbalists (ARONAH) in Australia. Lisa has a Bachelor Degree majoring in Psychology from Macquarie University and a Masters of Management from Macquarie Graduate School of Management. She gained her naturopathic qualifications at Nature Care College and is currently completing an Honours Degree in Medicines Management, Complementary Medicine at the University of Tasmania.After personal experience with Chronic Inflammatory Response Syndrome (CIRS)/Mould illness, Lisa became passionate about knowing all there is to know about CIRS/mould illness and all the confounding health issues that tend to come with patients who experience CIRS and chronic illness. She is one of the few naturopaths in Australia who has studied with Dr Shoemaker and has developed a unique process of analysis of patient's health to capture, track and treat multisystem illness like CIRS.Lisa brings together her knowledge of nutrigenomics, psychology, functional medicine, DrShoemaker's and other CIRS thought leaders into her own unique integrated naturopathic systems-based framework to provide individualised treatment.Connect with Lisa:Website: www.indigosagehealth.com.au Email: admin@indigosagehealth.com.auFacebook: https://www.facebook.com/indigosagehealthShownotes and references are available on your local Designs for health websitewww.designsforhealth.com.auRegister as a Designs for Health Practitioner and discover quality practitioner only supplements at www.designsforhealth.com.auDISCLAIMER: The Information provided in the Wellness by Designs podcast is for educational purposes only; the information presented is not intended to be used as medical advice; please seek the advice of a qualified healthcare professional if what you have heard here today raises questions or concerns relating to your health

NORTHCAPE is a boutique retail property agency that specialises in tenant representation involving all matters leasing. Founder, Michael Cuda is a property veteran with over 30 years' experience in the retail property industry, having held senior roles in both agency and with large retail landlords such as Westfield and Stockland. These roles included NSW State Director for Byvan, (the preeminent boutique shopping centre management agency of the 1980s and 1990s) and Director/Regional Asset Manager for Stockland, where he was responsible for the overview of nearly half of Stockland's retail portfolio valued at approximately $2Billion. Michael's experience encompasses a broad array of areas including retail property management, human resources, leasing, development, design and tenancy co-ordination, as well as experience in the office and industrial sector. Michael is a Licensed Real Estate Agent (NSW), a Certified Shopping Centre Manager of Australia (CSMA), holds a Diploma in Business (Real Estate), an Advanced Certificate in Retail Management and has commenced an MBA at Macquarie Graduate School of Management (MGSM-Macquarie University).

This is a podcast on innovation in M&A and integration with Toby Tester. Innovation plays a very central role in many mergers and acquisitions. Thanks to the rapidly changing world of digital technology, the importance of innovation in recent times have increased tenfold. But what exactly is innovation? And what does it mean in the broader M&A context? Toby Tester says that innovation is one of those words that get so heavily used, it has become a bit of a cliché these days. Simply put, innovation is “doing something new in a different way” that can increase revenue or reduce costs. We are living in a very disruptive world that has been amplified by the pandemic. Once we emerge out of this pandemic, there will be a lot of new opportunities for transformations will come up. Organizations will look at right across their supply chain and look at how they can do better. And this is going to be right across all the industries. For companies in these times, they can either decide to pursue growth organically but it takes time, or go and acquire another company to accelerate the transformation in their own company. However, most traditional companies are still stuck in their 20th-century thinking and thus, have not been able to evolve their thinking yet. Listen to the podcast to learn more about Innovation in the world of M&A integration Toby Tester is an M&A Consultant and a Podcast Host. He has nearly 20 years of experience delivering strategic, financial, and operational value from dozens of M&A deals. He has an Honours degree in Aerospace from Imperial College, London, and an MBA from the Macquarie Graduate School of Management. He iso a member of the Australian Institute of Company Directors (MAICD). --------- https://www.linkedin.com/in/tobytester/ ------- The host of the interview was: Anirvan Sen, CEO Fifth Chrome: https://www.linkedin.com/in/anirvansen/ ------- This interview is part of a series run by Fifth Chrome (https://www.fifthchrome.com), a firm that enables experienced professionals to build "Future Capabilities for Business to thrive".

With all the talk of the Great Resignation, some companies are actually laying off people and today's guest, Brian Hinchliffe, helps those professionals navigate the recruitment landscape.In his conversation with Mike, Brian asserts that, at least in the case of his job-seeker clients, expectations haven't changed: they are looking for positions where they can grow professionally.They talk about those expectations, which employers are most likely to retain quality talent, and the impact of technology on job interviews. They also discuss what employers should look for in an outplacement relationship.About our Guest:Brian provides outplacement and career transition services at Keystone Partners in Dallas-Fort Worth, Texas. He specializes in outplacement, career coaching, recruiting, staffing, as well as talent and organization development.Known for a global and multi-cultural perspective, Brian has varied international and U.S. experience in industries including chemicals, mining, manufacturing, oil and gas, airlines, professional services, financial services, and consulting.Brian was previously CEO of Kurru, LLC, a Texas-talent consulting firm he co-founded, since in 1999. Recently, he led the Executive Career Transition practice of Career Partners International (CPI) LLC in Texas and Louisiana, building a strong Executive Network. As Senior Recruitment Consultant with Performance Search Group, he recruited for difficult-to-fill C-level, Executive, Managerial, and Engineering Technical positions for client companies. As VP Senior Consultant with Right Management in North Texas, Brian provided career and executive coaching.Brian is a certified CPI Senior Career Transition Consultant, a Certified New Horizons Coach, and is certified in the CPI Facilitator Manager as Coach Learning Series®.Brian had international experience as an organizational change consultant and has previously sold HR technology. He holds an MBA from Macquarie Graduate School of Management and a BS in Psychology from the University of Sydney. www.keystonepartners.comGood Morning, HR is brought to you by Imperative—premium background checks with fast and friendly service. For more information about our commitment to quality and excellent customer service, visit us at imperativeinfo.com.If you are an HRCI or SHRM-certified professional, this episode of Good Morning, HR has been pre-approved for half a recertification credit. To obtain the recertification information for this episode, visit goodmorninghr.com.

... says Maroš Servátka, professor of economics at Macquarie Graduate School of Management in Sydney. He adds that while the study was based on people working in sales, the findings can be applied more generally to any business or country. - ...hovorí profesor ekonómie, Maroš Servátka z Macquarie Graduate School of Management v Sydney. A zároveň dodáva, že hoci bol orientovaný hlavne na ľudí v oblasti obchodu a predaja, výsledky z neho môžu byť všeobecne aplikované na akékoľvek iné odvetvie podnikania.

In this episode, Inspired by Australian Pork’s Venessa Barnes is the guest. She’s interviewed by Australian Pork Limited’s Mitch Edwards as she prepares to leave pork and begin her next adventure. Our host-turned-guest, Venessa, shares her culinary journey, from her family owned Pub in the Hunter Valley, which provided the foundation for her career. From her apprenticeship at the Branxton Inn, to her role as Executive Chef at the Macquarie Graduate School of Management, then onto the supply chain with roles at the likes of Top Cut Foods. In 2016 and with more than 20 years of experience and plenty of passion, Venessa joined APL to establish the volume foodservice program, Inspired by Australian Pork. The program has inspired and educated chefs from airlines and cruise ships, pubs and clubs, plus everything in between on how to use pork, its cuts and its versatility. Finally, the episode will consider what COVID-19 has meant for the industry and for Venessa herself. For Venessa, this pandemic helped her identify an opportunity and she has established her own business, to bridge the gap between supply chain and the end user. Inspired by Australian Pork has created a platform dedicated to the Foodservice market where industry leaders are invited to discuss the rapidly changing landscape and what these changes mean.

When I started this podcast, I set the intention to explore purpose from every angle and to make sure I created a space for conversations that sat on the edge of change in the creation of a new future. That is why...I also felt that it was essential to better understand the role of purpose through the lens of those who are literally creating that future...movement makers that include the teachers, the university professors and the entrepreneurs out there who are using their tools, talents and time to inspire, educate and activate the next generation.And this is a generation that are seeking purpose. Young people who are inspired by the likes of Greta Thurberg who has been all over the news this week heading up the global school strike for climate change, or Emma Gonzales an American activist and advocate for gun control. So the question beckons...how are universities responding to the rise of purpose and are educational bodies nurturing purpose in young people?Today's guest is someone who is not only an amazing human being, but she is also a prominent member of the global community of purpose pioneers in the CSR and education space. Dr Debbie Haski-Leventhal is a Professor in Management at Macquarie Graduate School of Management. She is the author of "Strategic CSR: Tools and theories for responsible management" (SAGE).Debbie is a leader of responsible management education and works with the United Nation's Principles for Responsible Management Education (PRME), conducting international studies on business students and their attitudes towards CSR and responsible management education. Debbie has published several reports and papers on the topic, and this work was covered by the international media, including in the New York Times and Financial Review.Today, she has ignited a brand new passion for social change and hopes to start a movement of purpose-driven universities. She is currently writing a new book on the subject and recently debuted on the Tedx stage, sharing her passion and ideologies for the future of purpose in universities.Today, we explored so many themes, including:Why our understanding of CSR in business is evolvingThe rise of corporate political activism as a future trend.The public perception of universities and why purpose can flip that perspectiveWhy young people have all of the tools and the desire to become movement makers and how universities can facilitate that?We explore whether there is a connection between the women's movement and the rise of purpose.And much much more.So kick back, grab yourself a cup of coffee or tea and jump on board the decoding purpose bus! Maybe one day, it will be possible to gain a masters in purpose and be part of a movement that is creating a brand new world. Welcome to the podcast, Debbie Haski-Leventhal.

Guest: Gabriel Garcia - Global Head of Mobile Apps Marketing @Expedia, Head of Marketing - APAC @Expedia (Formerly @Newscorp, @CareerOne.com) Guest Background: Gabriel Garcia is Global Head of Mobile Apps Marketing for Expedia ($6/share in Nov ‘08 → $133/share yesterday). He is responsible for Expedia's Mobile growth and Apps adoption strategy across 35+ markets and helping define Expedia's investment plans across new app ecosystems. Besides his global remit, he leads Marketing for Asia-Pacific and is responsible for defining Expedia's marketing channel strategy and identifying growth opportunities for Expedia in the region. Prior to this role, Gabriel was Senior Director of Strategy and Business Development. Prior to joining Expedia, Gabriel spent six years at Newscorp in Australia holding several roles, including Product and Strategy Director, Director of Strategy, and National Sales Director for Newscorp's joint venture with Monster.com. Prior to this, he was Managing Director of the Latin American subsidiary of Monitoring Systems Technology, a leading European technology provider for the outdoor media industry. Originally from Mexico City, Gabriel holds an MBA from Macquarie Graduate School of Management; a Bachelor in Business Administration from ITAM University in Mexico City and studies at Hogeschool Voor Economische Studies (University of Amsterdam). Outside of work, Gabriel is passionate about travel, meditation, Buddhist philosophy, surf and his family. Guest Links: LinkedIn Episode Summary: In this episode, we cover: - The Scientific Method - Application to Marketing - Mobile App Marketing - The Customer Journey Design - A Mobile-First Marketing Mindset - Strategic Marketing and Channel Partnerships - Multiple-Stakeholder Engagement - Marketing Budgeting & Planning Process 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've got Gabriel Garcia on the show. Gabriel is Global Head of Mobile Marketing and Apps for Expedia, who's stock price in November '08 was down to $6 per share, but has gone all the way back up to $133 per share as of today. Gabriel's responsible for Expedia's Mobile Growth and Apps Adoption Strategy across 35+ markets and helping define Expedia's investment plans across new app ecosystems. In addition to his global remit, he leads Marketing for Asia-Pacific and is responsible for defining Expedia's Marketing Channel Strategy and identifying growth opportunities for Expedia in the region. Prior to this role, Gabriel was S Director of Strategy and Business Development at Expedia. Prior to joining Expedia, Gabriel spent six years at News Corp in Australia holding several roles including Product and Strategy Director, Director of Strategy and National Sales Director for News Corp's joint venture with Monster.com. Prior to this, he was Managing Director of the Latin American subsidiary of Monitoring Systems Technology, a leading European Technology provider for the outdoor media industry. Originally from Mexico City, Gabriel holds an MBA from Macquarie Graduate School of Management, a Bachelor in Business Administration from ITAM University in Mexico City and studied at Hogeschool voor Economische Studies at the University of Amsterdam. Outside of work, Gabriel is passionate about travel, meditation, Buddhist Philosophy, surf, and his family. Here we go. Naber:  Gabriel, awesome to have you on the show. Thank you so much for coming. Gabriel Garcia:  It's my absolute pleasure to be here with you today. Naber:  Excellent. It's our absolute pleasure to hear your beautiful accent. I can see your pretty face, but everyone else can't. They can hear your accent, which is definitely not a consolation, that is first prize. You and I know each other personally. We actually know each other more personally, than professionally. Gabriel Garcia:  We do. Naber:  So this is one of those of those fun conversations that I get to learn a lot more about you in depth professionally and how your headspace works. But, the good news is we know each other personally, and that's been really fruitful for both of us. What I'd love to do first is go through a bit of your personal story so people can get to know you like I know you. And we'll go through a few of the things how you grew up, where you grew up, some of the things you're interested in, and where you went to school, all that fun stuff. I know that you grew up in Mexico City, Colegio Greenhill School in Magdalena Contrarez, you went to ITAM in Mexico City as well. You spent time in Amsterdam, Madrid, obviously Mexico City, Sydney, Singapore. We're going to touch on your twin brother. We're gonna touch on your beautiful family. We'll touch on your other brother, although he sounds he's third place in my mind in that category, but we won't make him that. And we can talk about a few other things that are meaningful to you as well. And then we'll hop into the professional stuff, and that'll be the bulk of what we talk about today. That sound okay with you? Gabriel Garcia:  Sounds awesome. Feels we need six hours, but let's see how we go. Naber:  We won't, we'll keep it finite and not brief, but we'll keep it thorough but not too long. So why don't we start for maybe five to seven minutes on, what was it growing up as Gabriel as a kid? Where'd you grow up? What was your family situation like? What were you interested in, and then take us through school as well. Gabriel Garcia:  Sure. So I'm originally from Mexico City as as you mentioned. And it was fascinating to grow up in Mexico City, in a huge city full of opportunities and full of quite a diverse range of things to do. I'm one of four kids, so I'm in the middle of the sandwich. My twin brother and I are, so we have an older brother and a younger brother. And I was always very active, very playful, and spent a lot of time, a lot of hours playing sports at school. I remember that I loved winning. I think that's something that carried over throughout my life anyways. I'll say this humbly, but it was a maybe I see it as a gift in retrospective, where without necessarily studying too much, I was able to be top of the class more often than not, particularly in elementary school. Then things got a bit more complicated in high school. But I think also having a twin to share with made life just easier. You always had a buddy to hang out with, to share ideas with, to share concerns with. So that I think made both our lives pretty smooth at least in those early days of elementary school, and certainly through all the way through high school. Naber:  Nice. Awesome. And what were some of your interests or hobbies when you were a kid? Gabriel Garcia:  Football, football, and football, so played, played a lot of football. And that's soccer if we have an American audience somewhere in the world. I used to just do anything that was sports-related. I did karate for a few years. And did that to just one level short of being a black belt, which I regret not going through it, but that was just change of schools, and anyway that's a different story. But yeah, football, karate, those were certainly my hobbies. It was always very sports orientated for sure. Naber:  Nice. Awesome. So you said you have four brothers. You and your brother are the co-meat to the sandwich, if you will, or veggie burger depending on who's eating it. What were some of your first jobs, and what were some of the first ways that you made money? Gabriel Garcia:  Oh, I was lucky enough not to have to make money at that early stage of my life, so I was privileged enough to be able to go to school, and have an education, and our parents look after us. But I remember in high school, and that's towards maybe fourth grade of high school, I was dating this girl, and her brother was selling water filters of all things. And I met him, and he was a really cool guy. And when you're 15 years old and you meet a very cool guy that is making money, you want to be him a little bit. Particularly if it's your girlfriend's brother. So that's what I started doing. I started working with him, selling water filters. And that was the first time that I earned money. The first time that I realized that I could sell something. And the first time that I realized that there were other ways of making my girlfriend happy. Naber:  Good one, good one. Okay. That's a good answer. And so you went to school at Colegio Green Hills, southwest burbs del Mexico City. And you're going to ITAM, tell us about that journey through there. Gabriel Garcia:  Sure. So ITAM in Mexico City is the most renowned school of business and economics in Mexico City. So, when when I finished high school, it was a tough decision actually, because I was in between studying business...And I had a clear a view that if I studied business, I would go to this school, and at least go through the process of trying to get admitted to this school...But I was in between that or studying drama. Which was very different because I was really into drama and that started in early days of high school, and become a very important part of my life. And my drama teacher and Director at that time, told me to study business because I would be able to continue to work at an independent theater company, which I did for the first years of being in school until I realized that I couldn't do everything, it was too hard. So that was the reason why I studied at ITAM because I decided to start a business because it was the top business and economic school in Mexico City. I did an admission exam, I got accepted and yeah, that's how the mid nineties started, which is a period of my life where things changed a lot - from mid to late nineties. A lot of things happen. So I started university. I stopped doing drama, so that's 95-96. My Dad unexpectedly passed away in 96. In 97 I decided to do my take my first big trip to Europe, backpacking with a few friends for a couple of months. In 99, I decided to do an exchange program from business school and go and live in Amsterdam. And I came back from Amsterdam to finish my major and take on my first real job, working for a tech startup, where I ended up being the Managing Director of that business and growing it successfully. And did that for four or five years. Soon after I joined, I was growing a business, and closing rounds of financing, and building a team, which was very unexpected that I never thought I was going to be my first gig after university, but that came as an opportunity, which I took, and I'll never regret, and that's certainly cemented what my career is today. Naber:  Very cool. That's Monitoring Systems Technology, correct? Gabriel Garcia:  That's right. Yep. Naber:  So, did you bounce back and forth between Mexico City and Madrid in that role? Gabriel Garcia:  Yeah. Great question. So I was leading the Latin America...so we started expanding Latin America, so I was leading that. And then I was going to move to Madrid because I was dating a Spanish girl, and I was going to go there and study an MBA at IE Business School. And the company owners, the shareholders that I reported into told me, hey, you want to go to Madrid not because of your MBA. You want to go to Madrid because of your girlfriend. So why don't you go and try to set up the operation of this business in central Europe. The head office of this business was in eastern Europe, in Budapest, in Hungary. But we didn't have a presence in central Europe. So they made me an offer, which I couldn't resist. So I went to Madrid, moved to Madrid, did all research, etc - put a case together. But then some of the shareholders decided not to invest, and the Mexican shareholders asked me to go back to Mexico City. This is seven months later. And I agreed, not before asking for a three month a break, which I took and I went traveling to India, Nepal, and trekking in the Himalayas, which was yet another life changing experience. Naber:  Excellent. So, let's just briefly talk about some of the learnings you have from Monitoring Systems Technology cause that's a massive five year ride between two continents, and an amazing spectrum of early stage and then building up a business to having fully functional operations. So what are a few of the learnings you took away from that gig? Gabriel Garcia:  Well, first of all, I've learned how to pitch to investors, which I had never done before. And I realized that everything was possible. When you find yourself as a young entrepreneur, even when it wasn't my business idea, closing rounds of financing and seeing that there's people interested in investing in the business that you're trying to, you realize everything's possible. You realize that it's all about how you, build it, presented, wrap it up, and how you pitch. So that got me really excited. I also, I learned about people, I learned a ton about people. I realized since those days that if I was going to be a successful at all, it was all about the team that I was forming around me, and that the value that others could bring to the table was going to be way more, way higher than the value that I could deliver myself as an individual contributor. So I learned very quickly to empower people, to enable people to do their best. And it comes through...you know, there were obviously hard times for sure. But it also also taught me that when you're gonna do that, you've gotta start taking into consideration cultural nuances. Particularly when you start thinking about different countries. And I was relatively inexperienced back then. So that came at a price, it was tough. But also at a perfect age where all you want to do is spend time in the office, which is not the case today. Not that I don't love my work, but I'd rather spend times somewhere else. So those perhaps were the biggest learnings. The realization that everything is possible if you are deliberate and you're determined to do it. And how powerful it can be to enable people, even if you're young and you don't have a clear view as to what you need to do. If you surround yourself with the right people, they can make things happen. Naber:  Awesome, man. That's great. Thanks so much for that. And then MST, it comes to your time to make a move, and natural move, you move to Sydney, Australia. Classic. Tell about that move getting your MBA, and then take us through the journey of moving to Sydney get your MBA, and then takes us through News Corp and CareerOne, as well up to up to Expedia. Gabriel Garcia:  Sure. So, I wanted to study overseas. I wanted to do an MBA, and I wanted to be overseas. And my girlfriend back then, is my wife these days, Cecilia, also wanted to study a Master's. And we were traveling in Myanmar, of all places. And I remember we both said, well, if we ever live somewhere, outside of Mexico, where would that be? And we both, we both said Australia. Don't ask me why we'd never been before. But we were both really into outdoors. We used to spend a lot of time at the beach, a lot of trekking and diving, etc. And when the opportunity, well the right time came to actually go and study overseas, we were really focused on going to a top 10 business school, and by the book sort of discerning process. And suddenly we realized that wasn't necessarily what we were, only what we're looking for. So it was actually Cecilia that said, well, why don't we do some research about universities in Australia. There might be some good ones there. And we did. And that's how we ended up in Sydney. We've never been there, then we just committed to two years of study, which turned into 11 years. Naber:  Nice. That's awesome. Obviously, Cecilia bringing some sense to your decision making process. Shout out to Cecilia, because she's doing that all the time in your life. All right, cool. Keep going. Gabriel Garcia:  Yeah. So we moved to Sydney. Loved it from day one, living in Manly Beach, one of the most beautiful places in the world, I think. And after finishing our Master's, we loved it so much that we decided we would give it a go and try to find work opportunity. And we did. And I did, just a couple of consulting gigs, just very short term what I interviewing. And then this opportunity came up at News Corp. News Corp was going through a big transformation of setting up their digital business - News Digital Media it was called back then. And as part of that, a huge transformation of the classified business. So they were just growing, everything that had to do with digital media. So I started working with them in a commercial capacity, on the classified side of their business. And I did several commercial roles in a short period of time. So I was getting promoted quite frequently, which which was quite overwhelming. And I just didn't expect it that would happen that quickly. And then we ended up doing a joint venture with Monster.com, which back then was just the biggest online job board. And that was fascinating, it was a great experience. And soon after that happened, I got offered to Head Sales for the JV. And that was challenging. That was the first senior gig that I did in a Corporate environment. It was the middle of the global financial crisis. And it was hard, man. That's all I remember about that gig. It was really hard. I was just traveling around Australia and trying to keep the team afloat, and coming up with different Sales structures, and coming up with different value propositions in the market to try to, I was going to say unlock budgets, but there was nothing to be unlocked. It was just to keep the P&L afloat. And it it was great. It was tough, but it was great. And another important thing happened back then, which Cecilia was pregnant. So all this was happening while I was about to have my first kid, which was a fascinating adventure. Very quickly, a year and a bit after that, I was offered buy our CEO of the JV, a Strategy role. Which I took with so much passion because it was very different. It was very different, and suddenly I had time to whiteboard stuff. It was like, wow, I used to spend that time on planes, and talking to clients, and managing Sales Managers. So I loved that, and that grew into a Product role. So I ended up, Heading Product for the joint venture. And I did that for three and a bit years. Huge change, massive shift managing Product Managers and a couple of Dev pods, which I've had no experience whatsoever doing before. So I learned a ton out of that experience, until I realized that it was time for me to follow my dream, which was really getting into tech. And travel has always been a thing as you can see from my story here. And Expedia was always there. We'd go to conferences, and I would see people from Expedia presenting. And I had a buddy, one of my surfing buddies, that worked at Expedia, and I told him, hey, whenever something comes up, let me know. And he did. This role as Director of Business Development, heading the Partnership Business for Australia, New Zealand region came up, and I took it. And it's been a fascinating roller coaster since. Roller coaster in a good way. he downs have been amazing downs in a good way. Just learning, shaking you up, going through the company that invented online travel, to suddenly a marketplace that everyone wants to be part of with incredibly disruptive companies, and continue to try to revolutionize travel utilizing Technology, and doing that in numerous different roles. From Partnership roles in Australia and New Zealand, then covering Latin America as well, to then two and a half years later moving to Singapore to manage Business Development and our Partnerships team for Asia Pacific for a couple years before my current boss, our Chief Marketing Officer, offered me a new role, which was very different - just heading Marketing for the region, which I took. And it was a big challenge, completely outside of my comfort zone, which that's exactly the reason why I decided to take it. And that grew into what I'm doing today, which is by far the best thing of I've done, which is heading our Mobile Marketing function globally and our Apps Ecosystems, which changes every day, man, every day. It's different, and it's fascinating, and it's challenging, and I love it. Naber:  Awesome. Man, the amount of passion that comes through when you talk about your experiences, awesome. Thanks for the chronology. Let's dive into a few of a few of the strengths and super powers that you have, as well as...let's tap into some unique experience that you have. So the first thing, probably a natural segue, is you mentioned quite a few different stakeholders that you played, and quite a different few stakeholders that you obviously had at each one of those roles. So you've been the Sales stakeholder, you've been the Marketing stakeholder, you've been the Product stakeholder, you've been the Strategy stakeholder, and you've also been customer and the stakeholder on both sides of those conversations in years and years of different roles that you've had. When you're thinking about the mindset of talking to each one of those different stakeholders, can you give us some of the best practices about how one should think about interacting with Marketing, Sales, Product, Strategy as as you're having these types of conversations? Gabriel Garcia:  Sure. That's a, that's a great question. There's a lot there. let me start just by, by saying that, I don't have any superpowers. So I strongly believe that I don't have any skills that are unique. I think that everyone has a set of unbelievable qualities within them, it just takes longer to identify them and nurture them. So let me just get that out of the way. No superpowers here. Sorry. Apologies. But I would summarize perhaps, the pretty full-on question, with trust. I strongly believe that building trust is key when you're communicating with any of those stakeholders that you described. And you'll build by being empathetic. You'll build trust by listening. And it's not only when you gotta listen to customers, and you gotta listen to the partners that you're trying to do business with, and to other stake holders. But it's also about listening to yourself. You need to stay put and be true to yourself. And the moment that you do that I think is a moment where you let the best version of yourself shine. And if you are a leader, then that allows you to get the best out of the people that you're working with, right? And that just tends to have an incredible, incredibly positive impact on the relationships that you build with customers, on a direct basis when you're doing business to business, Marketing or Sales, the relationships that you have with with your team, with different stakeholders. So for the people that that I mentor, there is a common question that they sometimes ask, which is, how can how can I continue to build my brand? And I always tell them, look, focus on building your trust and then the rest will follow. So that's one thing that I would, I think it could summarize and those interactions. I think...less is more, right? So if we talk less, and we listen more, it's better. If we have less objectives or more meaningful ones, it's better. If we have less dependencies, and we're able to enable other stakeholders during those interactions to be able to execute whatever they need to execute. And that might be your team or maybe someone else's team, the better. So aim for less, aim for simplicity, while building trust. And that's a formula that has so far worked for me. Naber:  Nice love it. That's great. And one of the things that I've seen that is a common theme in the keynotes that you're doing, the content you're putting out, a lot of the quotes that I've seen you in the media, which you've had 30, 40 plus appearances in different media, whether it's interviews or quotes or events, etc. Just tons of stuff out there that you've talked about which is, which is great stuff. One of the themes that I see is talking about transforming the data quality and data-driven Marketing methods at Expedia specifically. You mention things around leveraging big data and machine learning. You talk about scientific method and the approach, as well as using VR within the Marketing scheme, Marketing Strategy. Let's take each one of those, if you don't mind. Could you talk a little bit about your mindset as you're using data driven Marketing methods? And then take us through, maybe a couple of key points around what businesses should be doing, and how businesses should be thinking about this? Gabriel Garcia:  Sure. So the first thing I would say is, this applies, in my experience, and at least something that encourage or push the teams to focus on. This applies not only on data driven Marketing. I think it applies in business in general. And that has to do with, the scientific method for sure. But I would, I would describe it better perhaps as just being scientific towards identifying growth opportunities. And that doesn't mean that you need to trade off creativity. That doesn't mean that it's just always a fall away formula. But it means that if you do it in a methodic way, you'll be able to discern what's meaningful versus not meaningful, faster. And once you're able to do that, you can iterate on it. And that's what drives growth. So, it just starts with an observation, or a data point. And again, this is where I said it doesn't necessarily have to be data driven Marketing, it could just start with a point of view, right? And that's fine, but once you have that, you need an overall objective or hypothesis that you can go in and test. If you don't have that, then if you're going to be very difficult to define some success. And also very important to understand within that objective what's in scope and what's out of scope. I've seen many, many times in business when there's a description of what's in scope, but there is no specific clarification of what's out of scope. And that just takes people in very, very, interesting paths where they spend most of the time trying to explain why they're not doing something as opposed to just focusing on what was supposed to be in scope in the first place. A good example of that could be, you're developing, I'm trying to be generic here, I can give you specific examples for Expedia, but if you're developing a new value proposition for your Product, and your success metric is engagement, then make sure that you perfectly articulate that driving incremental, customer growth is out of scope, right? Because when you look at your success metrics, that could be a quite normal questions, like, well are we driving incremental. It's like, well, no, because that was not the aim of this experiment, right? And have very clear key results. And if you think of the things I'm touching on right now, it's following almost a scientific method, right? But if you have key results, and you know exactly what's the expected output, then you can define what your success criteria is. Now, what are the primary and secondary measures of success or metrics of success. And that also allows you to identify what are potential risks or dependencies that that could become blockers into executing on that Marketing Strategy in this case. And of course, having an estimated business value always helps, right? When it's not only about the metric, but exactly how much value is that going to deliver to the business. So that's in general terms. Now when it comes to, more specifically, the application of that into Technology, or everything that we're doing with Marketing, or data science...Expedia went through this transformation a few years ago where there was just a focus on making data-driven observations and follow the scientific method. And the way that that allows us to operate today, has transformed the way in which we innovate in every single thing we do. Not only the Product, but Marketing, even as I said in some forums, even HR today follows the scientific method in the way they operat at Expedia. And you're pretty much taking real time information, and think of an e-commerce environment, and letting your customer tell you what they and don't in real time. Naber:  Interesting, can you give us some examples? Gabriel Garcia:  Well, the simplest example would be an A/B test, right? If you're a, if you're A/B testing something, what people don't realize is that you are actually getting real time feedback of whether an ad resonates more with an audience or not. How you take that feedback and how you iterate on that process is what then drives the success. But that's in the simplest example. There are obviously many other, more complex ways in which you can apply the scientific method, you can apply data science into the way that you're automating process, and learning from those data loops, and learning from your customers to improve your Product and improve your Marketing. But a few things that I would say are key to focus on, from a Marketing standpoint...if you think of how complex marketplaces have become - the multidimensional nature of the cross-channel Marketing world we live in today, there are multiple, storefronts and touchpoints, right? And I always say the same thing, which as marketers it's unacceptable to ignore the infinite amount of data that is coming our way. And everyone talks about big data, I know. But if you really take that data and ensure that the next customer interaction is being informed and dictated by the data that you've been gathering, naturally you're enhancing whatever you're putting in front of your customers, either a Product, or a Marketing message, or a value proposition, or whatever it is. And in the past, that linear path to Marketing was pretty simple, but today it doesn't work that. Today, we have different devices. Today, we have those multiple touch points. Today, we have complexities around, multi-channel attribution and cross-device attribution. And so it's a lot more complex. And the amount of customer data out there, means that the customer journey is quite fractured. So unless we find specific ways in which we can start to test with the data that we're gathering, it's very difficult to deliver on measurable results and iterate on those, which goes back to what I was saying before, right? And just following that simplistic approach to the scientific method. So what that means in practice, again, when it comes to my Marketing, when it comes to data driven Marketing and measurement, if you're truly thinking about the customer, then in order to drive sustainable growth you need to understand the value that that customer or set of customers brings in the long run, right? And I love this quote, which is from a guy from McKinsey, that I think is an Emeritus Partner now as they call them...but he says something like...I might look for you, and send it to you later....he writes a lot about capitalism, right? And the future of capitalism. And he says that the vast majority of most firms value, depends on the results three years from now, which, that's how it works. But yet Management is preoccupied with what's reportable three months from now, then capitalism has a big problem. And that happens all the time. So if I go back to what I was talking, on measurement and data-driven Marketing, we as marketers, we got to focus on the outcome, not on the metric that you're capturing, right? So some metrics like, cost per acquisition, etc, are great directional indicators. But they don't determine the value of our investments. So you need to look at what are the levers that you have in order to drive business outcomes, like customer lifetime value. And the moment that you do that, you will be challenged on your attribution models. You will be challenged on the shape of what your P&L looks like on a monthly, on a quarterly basis, even on a yearly basis. And at Expedia, we're starting to make decisions in those terms, which is, well you have one attribution model that will tell you the return on your ad spend, and you have a shadow attribution model that tells you that the mix might look slightly different if you start looking at lifetime value metrics. And not only in the 12 month basis, but even an 18 or 24 month basis. And if you're really about delivering business growth in a sustainable and future-proven manner, you cannot be looking in that short term. You gotta be, being scientific, utilizing your data and applying those metrics that look way beyond that monthly, quarterly basis. And then that keep the customer at heart. Because the moment that you do that, then customer centricity really kicks in. Because you're really delivering what the customer is interested, not only today, but 12 months from now, 24 months from now. And that drives loyalty, that drives business growth. Naber:  Yep. Oh, sorry, did you have something else to add? Gabriel Garcia:  You were asking about data-driven Marketing, and the one thing that is important to explain is why data is so critical, right? The more informed you are, and your organisation is, the more valuable your hypothesis becomes, right? And I was referring to the scientific method before. So data democratisation, and the access to it is fundamental to drive a test and learn culture, which is what drives that excellence, that iteration, at least in our business. And having the infrastructure and data warehouses, to capture the data, is an important foundation for sure. But having the right tools, and the analytics for different people to make sense of is obviously needed. Now what really makes the difference is acknowledging that unless every single person within the organization have access to the data, and there is a culture that drives an expectation of everyone having to experiment with it, the potential is not being maximized, right? So the sooner the data supply chain can be streamlined, and the data democratised for the consumer, the end consumer, that could be your Marketing Manager, that could be your Product Manager, the sooner that data become a strategic asset. So the test and learn culture at Expedia wouldn't really exist unless every single person in the organization had access to the data tools, to the performance dashboards, to the framework. But I think most importantly they were encouraged to fail all the time and make data driven decisions knowing that you're going to fail. About 70% of our tests fail. And unless you go through that journey, and the business is ready to invest on failing, then you won't be able to really make the most out of the application of the scientific method into all the experimentation to your Product and Marketing. The core there, is to just do it fast, right? You go experiment, fail, do to it fast, learn and move on to the next thing. Naber:  Excellent. And I want to go back to something you said before about longterm growth. Can you give us a bit of a sense for how that process works for you? So how do you define what that long-term growth looks like? What indicators you look for for longterm growth, and then reverse engineering, what leading indicators you look for in order to get to that place? Can you walk us through that process, the process, the step by step process. Gabriel Garcia:  Sure, let me walk you through the process, and I'll try to sort of share an example Naber:  That's what I was going to say. If you can do an example, great. If not, I understand. Gabriel Garcia:  Let me start with the process. Well first of all, you need to define...as I said, you start with, with defining, based on on observation, coming up with a hypothesis, right? And once you have your hypothesis and it's a strong enough hypothesis that you can go and test, then you start the testing process. And in terms of metrics, and to your question of what does that look in the long-term? It depends on what your objective is, right? So if your objective is to drive, for example, the shape of your P&L would dramatically change if you drive 90 day repeat rates of your customers. And the lifetime value of your platform mix varies. It's a tangible example. So customers on Expedia app are worth more, repeat more, our most loyal customers, than customers transacting on web, right? Process wise, you got to define that your objective would be to get a customer to transact on the app. Hypothesis being that if they transact on the app, they have a higher lifetime value because you know they have a higher liftemtime value by the way, but the hypothesis is because they repeat more, they are more engaged, and there's higher attach rates. As in you go and book a flight, the likelihood or probability of booking a hotel is higher. So that a process. So you go to your metric, which is 90 day repeat rate, which determines the lifetime value. You go to your hypothesis in place and you go on you test that. Now, what's happening in the analytics world behind it, I'm going to go get into the details of that, but that's just the way that you would set up your attribution model - look at the click stream and look at if a customer clicks on a Marketing link, most likely on Google, you've all got your money. Where does that customer click before you transact? How much of those clicks can you save? You've got a customer goes direct into your platform. How does that impact your costs per acquisition? How does that bring, what do we call our Marketing contribution, and if they end up because of that journey on the on the platform preference, how then the lifetime value increases. And you test that hypothesis. What are some of the challenges of this? Well, statistical significance, reaching statistical significance when you are applying some of these tests. Particularly when you're trying to do it in a small region. If you're trying to do it globally, that's fine. If you're trying to do it in the US that's fine. If you're trying to do it in Taiwan, it's not so easy. So, there are techniques to address those challenges where you can bundle together, similar cohorts that could comparatively allow you to reach that significance faster, or make certain assumptions. So that's the process that it would take. And I tried to describe the process with a tangible example, trying to simplify it, right. But a tangible example of you come up with a hypothesis, you have the metric that you know is the driver of that lifetime value, and then what follows after doing that is, or in parallel to that, is you need a predictive model. This is where it gets complex, that will allow you to tell you that in fact that's going to be the value, the lifetime value, of that customer in 12 or 24 months. Naber:  Right, there's a lot of art and science to that. Gabriel Garcia:  Yes. And hopefully you're still around 12 months later, then see how accurate your predictive model was. And once you have that 12 month cohort with a predictive model, stress testing it, you adjust the predictive model. And then life becomes a lot smoother. Naber:  Wow, that's amazing. Reverse engineering into a longterm objective from a Marketing perspective, and then testing it, stress testing. I come up with hypothesis, going through that entire process that's like, that's an amazing science and art to get right. But once you do, it sounds there's massive upside to doing it. Gabriel Garcia:  There is, there is a massive upside for sure. And it takes time, and dedication, and takes resources for sure. If you want to manage your entire Marketing engine in that way, which at Expedia we certainly aim for. And the investment into data science is something that requires a lot of resources, as you know, but it really pays off, right? That's when Marketing transformed into Marketing Technology. And either, you not only ride the wave, we believe we need to leave the way, as Expedia, when it comes to utilizing data science into our Marketing Strategy. Naber:  Love it. Awesome. Thanks Gabriel. So let's move it into something that's also a pretty reasonable transition from that particular topic, which is, which is Mobile Apps Marketing and Mobile First Marketing. So let's talk about Mobile First Marketing, mobile first versus desktop. And Asia is an amazing playground and bleeding edge petri dish for this particular topic. If someone's thinking about mobile first Marketing, and they want to either transform their Marketing Strategy into mobile first Strategy, or if they are currently in that model right now, but they want to optimize it, what are some best practices for a mobile first Marketing Strategy? Gabriel Garcia:  Great question, Brandon. The first thing I would say is, be ready to make tradeoffs. There's not such thing as free lunches, and you just got to make those trade offs. But if you are not thinking and operating that way, then you'll have to pay the consequence in the future. And to be fair, I mean we're not the pioneers of Mobile Marketing, or Mobile First Marketing. A company like Facebook, really took a stand on developing for mobile first and moving their whole company in that direction. We were kind of the late comers to the party from a tech perspective. But as the first thing, the trade offs. What I mean with trade offs, is, well, you just gotta recognize and acknowledge where your customers are spending time. Once you understand where your customers are spending time, you realize that marketplaces and mobile environments, at least to date, can be more expensive. And can be more expensive because market dynamics are different, because the cost per clicks might be different, and they're going to vary tremendously from country to country, and from region to region, right? There are some more advanced regions where the Marketing mobile ecosystems are very different. If we're talking about, what my team does with environments in Japan, you got to take into consideration Line as an environment. Or in Korea, Naver as a platform. Everywhere else is going to be highly driven by Google, for sure. But you gotta make sure that, when you're designing a mobile first Marketing, you have a mobile first Product to deliver to your customer expectations. And I guess it depends on what your business is all about and which industry you are operating in. But for sure, if you are operating in the online world, and certainly if you are operating in a two sided platform ecosystem as as we do, where you have consumers at one end and hotel partners, and airlines, and cars, etc on the other end, you have to tweak that engine, and you got to tweak that engine with a mobile first approach. If you tweak one side of the engine with one lens, and the other one with another lens, then things break...they don't break. They just cost a lot of money because you're not optimizing your Marketing spend as much as you could be. Naber:  Right, you're hedging on both sides. Naber:  That's right. So I touched on a couple things there, which are tradeoffs and acknowledging the relationship between Marketing and Product. The third thing, and I think it's all encompassing is design, right? And I say it's all encompassing because design touches Marketing, touches Product. The message that you would deliver in a mobile platform is not necessarily different to the message, per se - when you talk about specifically Apps it might be different, right? - but, per se is not necessarily different to the message that you would deliver on desktop. But the experience will be different. The design of the customer experience will be significantly different. How you optimize those landing page experiences in order to optimize your return on ad spend, in order to optimize the delivery of your Product, of your service, will be dramatically different. And if you try to do both...so there are two things very critical for me. If you try to do both, as in you try to put the same weight into one or the other, as in, desktop and mobile, as I said, you might fail. You need to trade off. But also very importantly, you can not assume that as the world has gone mobile then delivering the same experience in a platform agnostic way is going to solve the problem. And that's what makes it challenging. You still gotta A.) acknowledge that cross device behavior, but go and develop mobile-unique experiences for your customers. And once that you have that experience designed, then the bidding, the automation, the algorithms that allow you to optimize your Marketing spend, that's the least of the concern that just takes, again, time and iteration to continue for the machine to learn, and get better at, and particularly on bidding platforms. But it's connecting the customer, depending on which part of the journey it is, with a shopping intent, with how they are going to resonate with that message, with where the experience is where they're going to land is what really drives mobile first everything. Unless you see it in that lens, you won't be able to solve a customer problem. Naber:  Right. Okay. Got It. And as you were explaining that, one of the things...and that was great by the way. Thank you. One of the things you were explaining was creating those mobile specific journeys for the customer. When you're having those conversations, and you actually sit down in those meetings - when you're the Marketing stakeholder, sitting with the Product stakeholder, sitting with other stakeholders in the room, from Eng, or whatever orgs need to be in that conversation, or they happen chronologically back to back, whatever. What input should Marketing have, and how much input should Marketing have in those discussions around the actual customer journey creation? Gabriel Garcia:  Yeah. Love it. We're just going through all of that right now. Well, first of all, if you're going to go talk to a customer, or set of customers, or the world about what you stand for, you're going to deliver it on your Product, right? So the world in which Product develops Product, and then we find a way to Market it I don't think it's successful anymore. So Marketing should help define what do we stand for as a company? What do we stand for as a Product? What customer problems do we solve? What benefits do we provide to the customer? And that is based on user research. That is based on being close and having a full understanding of ecosystem, and environment, and marketplace that you're braiding in. And once we fully understand that and you articulate that value proposition, then you come out with Products that will fulfill that, right? One of the biggest mistakes that I've seen is what I mentioned in the beginning. It's the opposite. It's like, well, we build this great product, Marketing go and find a way of selling. Come up with a value proposition. I'm saying that it hasn't worked. But In today's world that tends to fail. Naber:  Right. Cool. That's good. I have like a hundred followup questions, but I think we should stick on that one because that's actually really good advice, and a good overview around the way a Marketer, and Marketing mindset, and Marketing leaders should be thinking about it. Okay. So, one last question from a Mobile Apps perspective, when you're thinking about principles or the framework that one should be using as they're thinking about mobile app Marketing in marketplaces, what are the set of principles or framework that someone should be using as they're putting together their Strategy? Gabriel Garcia:  First of all, is your business and app only business or not? If it's an app only business, it's completely different. As in the marketplace, the ecosystem that you're going spend most of your time are the app stores. And that's the biggest lever that you have, and then how you go and promote your app. I mean there are many different ways of doing it, through paid advertising and different networks, which, I don't necessarily recommend. There's a lot of fraud out there, and that continues to be a challenge for the industry. Now if you have a business, regardless if you have a bricks and mortar side of your business, but if you have an online business, and there's an app component, then it's slightly different. Because you got to define, how are you adding value to your customer through an app ecosystem. Remember when we're talking about the scientific method and the applicability of scientific method into testing your way through, and I mentioned the lifetime value of our app customers, it might look very different in another company or another industry. So what is the benefit, or what is the customer problem that your app is trying to solve? Once you have that well defined, then if you have a significant mass or the majority of your mass is coming through the web, hands down that conversion of web customers into app customers could be the most effective with the highest return Marketing Strategy that you could apply. You are leveraging your own assets. You're monetizing the traffic that you already captured, and driving them and converting them with no extra costs into a platform that would allow you to engage with them in more meaningful ways. Naber:  Cool. So you're avoiding initial acquisition costs. And you're taking someone and potentially even approving their longterm value based on a few of the attributes you said before around the hypothesis around why mobile app customers could have a higher lifetime value. Gabriel Garcia:  Correct. So, but again, you first got to define and understand, what is that customer journey? Where do they start? And depending on what your business is all about, right, the examples that I'm giving here are very e-commerce driven perhaps, and some of them very travel focused. But I think in general you have to understand the role that that your app plays. And also take into consideration when you look at the economics...and we spent years on this, even when I wasn't directly involved back then...the dynamics of the app stores are changing. So, Google and apple obviously figured out that there are ways of making tons of money out of them, as they do. So there is a lot to be said about app store optimization or ASO, as we call it, on having the right creative, the right copy when customers are searching for an app, within the industry,or whatever, they're looking for to make sure that based on that your app appears or features. So think of the SEO of app stores. But more and more so prevalence of paid ads within that ecosystem. So think of SEM, Search Engine Marketing, it's changing the rules of the game. Right? So now, now the application of data science, for example, within my team into these platforms is becoming critical to continue to optimize our spend on platforms Google, Apple, Facebook when it comes to driving app downloads. So those will be some of the fundamentals. App store optimization, and making sure that your, not only the creative on the app store, but the copy of your app store, is taken into consideration. So understand what Google is looking for or what Apple is looking for when someone is searching for an app. Understand the dynamics of that organic search result with the paid search results, so you can optimize your bidding of those ads. Take into consideration things your competitor will bid for your brand term. And that again changes dynamics, or adds challenges to those dynamics. And outside of that app store ecosystem, or organic view of the app store ecosystems is where the customers are gonna come from. And what are the different touch points that you can leverage in order to present your app? And let me say this, incentivized downloads incentivizing, incentivized installs do not work. There's a lot of fraud, and they don't drive lifetime value. So if you are a marketer, which is going to be assessed on how many downloads you drive, and that's it, you should challenge your boss. Because this is not about how many downloads you drive, this about what are the outcomes that a download is delivering, depending on what your business is all about. If it's transactions, if it's some sort of engagement, some sort of subscription, e-commerce, video games. Naber:  Awesome. Awesome. All right. I'm going to go, I have two more topics that I want to cover, and this has been amazing so far. Thank you. First one is a jump into Marketing Partnerships and Channel Partnerships. When I'm thinking about building out strategic Marketing partnerships and strategic Channel partnerships within my business, partnering externally, what does the planning process look in order to choose the right potential partners? And what do you think is the best way to start courting and having the right discussions so that you get the accurate partnerships that you want at the end of the day? So that the results are exactly what you want, to getting the right partnerships, and then ultimately to creating a ton of mutual value together. So what's the planning process look like? The coating process? And how do you make sure that you have the right aligned initiatives so you get the right results together? Gabriel Garcia:  So, there are a few questions there. So let me try to address one by one. First of all, unless there's the concept of value creation, there's no such thing as a partnership. So if you start identifying potential partnerships, or what you think will be apprenticeship based on the benefit that company would bring to your business, without thinking first of the benefit that you will bring to their business, you're on the wrong path. So value creation, number one. Number two, quite simplistic, but what's your objective of your Partner Marketing activity, right? Is your objective to create a marketplace that will allow you to tap into a set of customers that you cannot tap into otherwise? In our case, yes, hence I'm mentioning it. Is the objective related to a brand that will bring brand equity from a brand, from a PR perspective? That's very valid as well, thought economics and the commercial will look quite different. Is the objective to create a marketplace that you can go and monetize? And saying that in our case, we have partnerships, we call our hotels our partners, and airlines are partners. But then you have, Partner Marketing, which are companies, which is what I did for many years, and we would have a partnership with an airline in a different context. Which is the airline might want to have our hotel content for them to sell it in order to enhance their value proposition. Or a Telco that is interested in our loyalty program, in order to provide travel benefits into their customers. So, I mentioned value creation. Secondly, not only what is the potential business value, but what is the complexity on delivering to that partnership? I've seen many situations where when you go and scope out the business opportunity, it looks fantastic. And if there is an average, or not perfect, it's not only about average, it has to be perfect due diligence on what are going to be the technical requirements in order to deliver it to that partnership. Oh man, you can get into this 12 month, 18 month, 24 months project in which just the cost of delivering completely offsets any business value that that partnership was going to bring. Naber:  Do you have any suggestions on how much due diligence to do before you actually have the conversation with a potential partner? Or how deep to get into it with the potential partner before you go have internal discussions with your technical teams? Where's that balance? Gabriel Garcia:  Yeah. I would say starting with basic research about the company, it's important, but there's no need in my experience, unless you're thinking of an M&A opportunity, to go, incredibly, incredibly deep. You're going to learn a lot more by talking to people than what can you find publicly available. So obviously get enough information to have a meaningful discussion, and know if it's worth your time and their time. But certainly my experience engaging with a potential partner, the sooner the better. So that's one. Two, I normally or used to, coach my team on making sure that once they have that first discovery meeting, it's quickly followed by a meeting where, if you think of a pyramid you're bringing people from at least two different levels of that hierarchical structure. But more importantly that you get enough horizontal view, and you bring someone from Technology, someone from Finance, from very early days. If there's something to be flagged, or concern to be addressed, it's better that that happens early in the discussions, and these things tend to come up quite late, and they just add tremendous complexity when deal is already in progress. And thirdly, in terms of the people that you bring, just try to match them, right? There's no value of the potential partner bringing one of their engineering managers if your Biz Dev guy is not going to be able to fulfill their inquisitive nature on the tech side of the deal, right? So just match whoever is coming. Or even use as the leverage, the fact that you will bring someone, in order to get the other party to bring theirs. And then you start building relationships naturally, and organically, and accidentally, if you like. It's not accidentally, it's on purpose. But you start building relationships across organization, different levels of seniority. And suddenly that engineer will be having coffee, or more likely a beer or a spirit if they're engineers, with your engineer. And that goes a long way when it comes to getting a deal done. Naber:  Absolutely. I love the tactical guidance you just gave. I think that's gold around both encouraging, enticing and incentivizing, the other group to come to the table with the right cross departmental expertise. And making sure that you plan ahead for that in the first place. That is excellent tactical guidance.Love it. Okay. Hey, last one, Gabriel. So Marketing Budget and Planning process. You've gone through, you don't have enough fingers to count. I know, that's not a hint at you being old, but you're old. But the number of budgeting and planning processes cycles that you've been through is high volume, and you've got ton of experience. Do you have a process that you go through every single year in order to make sure you get that right? Gabriel Garcia:  Yes. Although the process has changed at Expedia, which makes everyone's life easier. If you're gonna utilize Technology and algorithms to predict a certain behaviors, why wouldn't you use it to predict what business cycles and financials would look like, right? So we do that these days, which very cool has changed dramatically the amount of effort and hours that we will put into. Having said that, once you have that initial view, it doesn't matter if it came from Finance, if it came from an algo, if you have the time, and your teams have the time, a bottoms up approach is always very helpful. Not in a level of granularity that would just kill your day, and weeks and months. But just to see ballpark, if the trend and the business trend, which the business thinks they'll be heading, actually make sense. And also, and the reason why I've done this over over the years, it gets your teams involved in the process, makes them accountable for delivering the number, and if they have any concerns, they will raise those concerns many, many times with incredibly valid business justifications. As opposed to that becoming a potential friction once the budgets are rolled out. So those are couple of things there. And I would say more often than not, when you get into the weeds of those P&L's, and try to make marginal changes, and put things up and down a notch, and convince other teams to be more aggressive or negotiate with your CFO why you shouldn't be that aggressive, or ask for more money...There's always, in my experience, a moment of oh, which is did a 360 here. So, over the years, whenever I'm realizing that I'm about to go into that moment, I go like, stop, just stop and drop it. It's easy to say because at Expedia, we go through those cycles every quarter. Every quarter we run our forecast, we adjust. Not our plan, our plan is our plan for the year. But we adjust our forecast, we change our Marketing mix. we manage it at a super granular level every quarter to bring into consideration market dynamics, the shape of the industry, competitors, geographical challenges, headwinds, tail winds, etc. So yeah, those would be the things I would leave the audience with. Bottoms-up if you can to get people to be a part of the journey. Don't get deep into the weeds, if you've done it before and you know that the change or adjustment is going to be marginal, it doesn't make a difference. It all normalizes in 12 months, more often than not. Naber:  Yeah. Good one. Good advice. All right. Amazing. Thank you so much, Gabriel. I've got two rapid fire questions for you. Gabriel Garcia:  Bring them on. Naber:  Okay. First one, best travel booking advice that you have? You work at Expedia, you've have to have said this 400 times. We've got a lot of travelers in the audience, so that'd be good. Gabriel Garcia:  Well, book in advance. Seriously. We do an air survey every year, and that's really we'll documented with a bunch of data points that we bring to look at different patterns, and what are the price differences in different times of the year in order to get the better price points, and be able to serve those to our customers, and give advice for customers. So rule of thumb, the earlier you book, the better, for sure. If you're going to travel economy, business is slightly different, but if you're travelling economy, more often than not you will find the better deals at least three months in advance to your trip. And I'm talking flights obviously. And better prices at least the last year, because it does vary year by year, not tremendously, but it does vary. Saturday or Sunday tends to be the best day of the week to book. That's what our data shows, right? Just looking at pricing trends. When it comes to hotels, and maybe this just sounds an Expedia pitch here, but hotels provide us with different types of hotel rates, right? And there's some that are called package rates. So the moment that you book a flight, that package rate is unlocked. So if you're going to book a flight and hotel, if you book the flight on Expedia, you're unlocking a hotel rate which is very unlikely you'll be able to find somewhere else. And that combo might actually result in significant savings. And that is big part of our value proposition to our customers. So those would be my top tips. Naber:  Gabriel, am I correct in that the unlocking of savings you get from the hotel bookings is actually valid for, not just right when you book the flight, but as also residual until a certain time after that ? Gabriel Garcia:  It is residual the day of your trip. So if you book a flight today, and your flight departs in three months, that preferred rate is valid until the day of departure. Naber:  Awesome. So cool. Okay, that's great. Thank you for that. And last one. I tell the audience this every single time, but I ask this question with people's birthdays. Actually, I've asked this question to you on your birthday. I think we were having a couple of drinks. What is the most important lesson you've learned professionally in the last 12 months? Usually I ask personal, but we'll go with professional right now. Naber:  In the last 12 months. Hmm, I have to say, and t's not new. I didn't learn this the last of months, but the last 12 months has been a good platform to put it in practice. And not only that, to share it with others...Is that things like empathy, and well being, and overall happiness are trainable skills. And the mind is trainable. So the reason why I say that in the context of the last 12 months is because this is something that I've been coaching and delivering a couple of courses, well some of the teams here, but also some of the people within my team in the US when I was recently in San Francisco, and some of the engineering teams there...on mindfulness, meditation, and the benefits of it. And the more that I bring into the workplace, and again following that scientific method, the more empirical evidence I have that that is factual. That it's true. Naber:  Very cool. Love it. I have to actually sneak in a bonus one here because you are very passionate about meditation. If someone's just getting started with meditation, can you give a couple of tips in order for them to get through some of the tougher times in the very beginning? When they don't think they're very good at it, inherently. Gabriel Garcia:  The fact that you are realizing that you're not very good at it, it means that you're on the right path. Because when you're trying to meditate and you realize that you're distracted, that's meditation. Meditation...normally the three very, very basic steps is that - you are trying to tame your mind...So the three steps are that you focus on something - and that could be your breath and then you will get distracte

Dr Geoff Lee is the Member for Parramatta. In March 2015, Dr Geoff Lee won the NSW seat of Parramatta for the second consecutive term. This is the first time in 60 years the seat has been held by a Liberal Party member for two consecutive terms.  However, Geoff wasn’t always a politician and says he fell into it accidentally. He’s now Member of the NSW Legislative Assembly, Parliamentary Secretary to the Premier, Western Sydney and Multiculturalism. Dr Geoff Lee has both Australian and Chinese ancestry. His paternal grandfather originated from the providence of Zhongshan, Southern China and moved to Australia in the 1920s. His maternal ancestors are of English and Scottish descent arriving in Australia early in the 1800s. Before entering politics, Geoff was the Associate Dean (Engagement) at the University of Western Sydney (UWS) from 2007 to 2011, a lecturer in business at UWS from 2004 to 2007 and a TAFE teacher from 2002 to 2003. At UWS, Geoff was Head of Program for post-graduate marketing and international business, a coordinator and lecturer for a range of postgraduate and undergraduate courses. And before that, Geoff was the proprietor of Hambledon Garden Centre from 1992 to 2001. He’s a member of Parramatta Chamber of Commerce and is a champion of small business, saying that they are key drivers of innovation, economic growth and local jobs. Geoff holds a Bachelor of Applied Science (Horticulture) from Hawkesbury Agricultural College, a Master of Business Administration and a Doctor of Business Administration from the Macquarie Graduate School of Management. https://www.parliament.nsw.gov.au/members/Pages/member-details.aspx?pk=71  https://newstories.net.au/geoff-lee/

  Today on The My Future Business Show, I had the pleasure of spending quality time with PETER STROHKORB. Peter helps medium and large organisations to become more customer-focussed, with the ulimate goal of assisting in the rapid growth of their businesses. Oftentimes internal departments are at odds to deliver on the same goal. This is where using Peter's powerful 10 critical action point checklist, can be the initial catalyst for organisation change and improvement. Accompanying this 10 point checklist, is Peter's book called "The One Team Method" which deep dives into the actual mechanics of building a customer focused business. This book contains the complete system behind The One Team Method, and is a must read. Here is an extract about Peter, and how he can help your business... Boards of Directors, Business Owners, CEOs, sales and marketing leaders, and their teams work with Peter to quickly advance their organisations to a more customer-centric operation with higher sales performance and superior customer experience. Peter's clients have experienced: sales revenue growth of up to 433% (!) within just a few weeks  and ROI in excess of 10-times their investment Peter is a globally accessible expert. He brings you over 20 years of corporate business experience in executive-level Sales and Marketing leadership roles with some of the biggest brands on the planet. He has also worked with SMEs and NFPs to support their growth agenda. Today, he is a sought-after business adviser, board director, conference speaker and author of the Amazon 5-Star-rated book ‘The OneTEAM Method', now published in 13 countries. Peter holds qualifications from the prestigious Macquarie Graduate School of Management (MGSM) in Sydney, Australia and is available to you globally online and locally on-site.   To contact Peter, there are two options: For small to medium size organisations: CONTACT PETER STROHKORB For larger corporations: PETER STROHKORB CONSULTING Thanks again, Peter, for being my special guest on The My Future Business Show! Rick Nuske My Future Business PS: The My Future Business Show has opened up it's invite only show to help get you in front of your best audience, and keep you there! To find out how you can get in front of your best audience, and stay there, simply click the button below. How To Get In Front Of Your Best Customers, And Stay There Thanks for joining us on the show today, and if you liked this call, or maybe have ideas on how we can improve, then feel free to leave your comment in the comment box below – and if you did enjoy the call, support the show by clicking on our big red YouTube subscribe button below, and share us with your friends.  

Peter Strohkorb has over 15 years of corporate business experience in executive-level Sales and Marketing executive roles with some of the biggest brands on the planet. Today, he is a sought-after expert business advisor on how to achieve significant sales revenue and business growth through better managing the intersection between your Sales, your Marketing and your ideal Customers. Peter’s clients have experienced sales revenue growth of up to 433% (!) and won more repeat business from existing clients. He is a published author of the Amazon 5-Star rated book The OneTEAM Method, which describes his holistic Sales and Marketing collaboration framework to lift sales results, enhance customer experience and boost staff engagement. Peter holds qualifications in Marketing and Management from the prestigious Macquarie Graduate School of Management (MGSM) in Sydney, Australia. What you’ll learn about in this episode: The 7 Figure Sales Introduction system for improving your sales process Changing sales from product-focused to customer-focused Why spamming people to get as many leads as possible in the top of a sales funnel is a bad trend for the industry Using the right language to actually make a sale How long you have to make an impact in a cold call Peter’s prediction for 2018: winning new business won’t be the top for priority for most businesses anymore Why your “about us” page shouldn’t be about you How the OneTEAM Method has expanded since Episode 22 to bring sales and marketing teams together Why customers buy with their hearts, not their heads, and why you need to change your sales and marketing tactics to take advantage of this How to do proposals so they actually convert Ways to contact Peter: Course: www.peterstrohkorb.com/PermissionBasedSelling Email: pstrohkorb@peterstrohkorb.com A transcript of this episode is available here: http://systemexecution.com/how-to-improve-your-sales-process/

Vivien Koh from Essec Business School joins the show to discuss what makes the Essec Global MBA unique, the school's admissions process and career opportunities for Essec Global MBA students. Program Highlights (3:28) | Admissions (21:28) | Scholarships (28:22) | Careers (31:02) Essec MBA Highlights  September intake, 12 months, 100 students/year Students can study on French and/or Singapore campuses, depending on major Offers 6 majors in Luxury Brand Management, Hospitality Management, Finance, Strategy & Management, Enterprise Innovation, and Digital Business Top Destinations for Class of 2016: 50% France / 25% Asia / 10% Middle East & North America / 10% Europe (excluding France) / 5% North America Top Industries for Class of 2016: 30% Services / 25% Consulting / 20% Industry / 15% Startups / 5% Public Sector & NGOs / 5% Finance & Banking Ranked #27 by QS Global MBA Rankings 2018 (#13 in Europe) About Our Guest Vivien Koh is Executive Director, Business Development and Marketing for ESSEC Business School, Asia-Pacific. Previously, Vivien was Head of New Business Sales, Asia Pacific-Japan for Google and ASEAN Regional Sales Director for Oracle. Her sales and marketing career in technology sector spans over 20 years. Vivien received her MBA from Macquarie Graduate School of Management. Episode summary, show notes and more at: http://touchmba.com/essec-global-mba-admissions-interview/ Episode Sponsor The IESE MBA in Barcelona is consistently ranked Top 15 worldwide by the Financial Times. Do you want to challenge yourself and take your career to the next level? IESE's full time MBA program will transform your capacity to think strategically, explore new perspectives and be a leader in today's global world. The IESE MBA: Give us 19 months and we give you a lifetime of impact. Get informal feedback on your profile at mba.iese.edu or visit us on campus at our Open Days.

Vivien Koh from Essec Business School joins the show to discuss what makes the Essec Global MBA unique, the school's admissions process and career opportunities for Essec Global MBA students. Program Highlights (3:28) | Admissions (21:28) | Scholarships (28:22) | Careers (31:02) Essec MBA Highlights  September intake, 12 months, 100 students/year Students can study on French and/or Singapore campuses, depending on major Offers 6 majors in Luxury Brand Management, Hospitality Management, Finance, Strategy & Management, Enterprise Innovation, and Digital Business Top Destinations for Class of 2016: 50% France / 25% Asia / 10% Middle East & North America / 10% Europe (excluding France) / 5% North America Top Industries for Class of 2016: 30% Services / 25% Consulting / 20% Industry / 15% Startups / 5% Public Sector & NGOs / 5% Finance & Banking Ranked #27 by QS Global MBA Rankings 2018 (#13 in Europe) About Our Guest Vivien Koh is Executive Director, Business Development and Marketing for ESSEC Business School, Asia-Pacific. Previously, Vivien was Head of New Business Sales, Asia Pacific-Japan for Google and ASEAN Regional Sales Director for Oracle. Her sales and marketing career in technology sector spans over 20 years. Vivien received her MBA from Macquarie Graduate School of Management. Episode summary, show notes and more at: http://touchmba.com/essec-global-mba-admissions-interview/ Episode Sponsor The IESE MBA in Barcelona is consistently ranked Top 15 worldwide by the Financial Times. Do you want to challenge yourself and take your career to the next level? IESE’s full time MBA program will transform your capacity to think strategically, explore new perspectives and be a leader in today’s global world. The IESE MBA: Give us 19 months and we give you a lifetime of impact. Get informal feedback on your profile at mba.iese.edu or visit us on campus at our Open Days.

China has paid a heavy price for its large-scale industrialisation. While it has driven China's economic growth, China's use of fossil fuels has resulted in unhealthy urban pollution. This has encouraged the Chinese government to re-assess its reliance on fossil fuels and focus on renewable energy technologies. How is China improving environmental conditions in big cities? What are the geopolitical reasons behind China's shift towards greener energy? Will China overtake the United States as the global leader in green technology? Can China's experience in developing and implementing green technology be applied to other developing countries? What are the opportunities for Australia? John Mathews, Professor of Strategy at the Macquarie Graduate School of Management, joins Bob Carr, Director of the Australia-China Relations Institute (ACRI) at the University of Technology Sydney to discuss China's role in the global green shift.

What's your message? Is your pitch turning prospects away? On this episode of AmCham's How Business Really Works podcast host Duff Watkins discusses why a great pitch or message is more important than ever with guest Nathan Williams. Nathan Williams holds a Master of Management from the Macquarie Graduate School of Management and presents regularly for industry groups, associations and CEO networks. Nathan’s workshops are practical and tactical, delivering easy to implement skills so participants can benefit immediately. Founder and Managing Director of Customer Return, Nathan has won Pitch competitions and helped numerous business owners, managers and firms including Westpac, NEC and American Express best communicate their value so they’re easier to buy from and easier to refer. On this episode you will hear how a poor sales message or pitch can actually deprive you of the clients that you really want to have, you'll learn how to structure a winning sales presentation and you'll see different situations/examples where you can use your pitch effectively once perfected. Thank you for your continued support of this podcast. We are constantly looking for ways to improve, so please let us know how we can do that for you. What topics are you interested in hearing about? What businesses do you think we should showcase? Let us know by sending an email to podcast@amcham.com.au

Professor Anne Louise Lytle received her Bachelor of Science Degree from Cornell University in the field of Neurobiology and Behaviour, and both her MS and PhD in Organisational Behaviour with a specialisation in Negotiation & Dispute Resolution from the Kellogg Graduate School of Management, Northwestern University. Professor Lytle has taught, presented, and consulted in organisations and universities across the globe. She has been a faculty member at the Hong Kong University of Science and Technology and the Australian Graduate School of Management, and an adjunct faculty at the Ross School of Business at the University of Michigan, Sasin Graduate School of Business at Chulalongkorn University, the Graduate School of Business at the University of Sydney, Carnegie Mellon University Australia, Macquarie Graduate School of Business, and the Melbourne Business School at the University of Melbourne. She has served as a consultant to the United Nations in South-East Asia and a principal investigator for the Hong Kong government to explore negotiation and conflict processes across the Asia Pacific. She has published in top academic journals, is an active member of the Academy of Management and is a board member and Past-President of the International Association for Conflict Management. For more than a decade, she was the Director of Lytle and Associates Pty Ltd, which provided consulting and training to public, private and non-profit organisations specialising in negotiation, conflict management, emotional intelligence, leadership and managing people for high performance. Some examples from her long list of clients over the years includes Air New Zealand, ANZ Bank, APM Terminals, Boeing Corporation, BT Financial Group, Care Australia, David Jones, EBay Inc., Fenton Stephens, Goodyear Dunlop, KPMG, Metcash, Pfizer, Network 9, Network 10, Telstra, Qantas and the World Wildlife Fund. In 2015, Anne took on the role of Professor and Director of Leadership at the Monash Business School, Monash University, where as part of the senior leadership team, she will work to build the new Monash Business School.

Peter is the CEO of Peter Strohkorb Consulting International, a business consulting firm that specializes is customer experience and sales & marketing team alignment with offices in Australia and the USA. Peter has over 15 years of business experience in both Sales and Marketing Executive roles with some of the biggest brands on the planet. He is a respected business Speaker, conference Chair, Facilitator and a sought after Executive Mentor. Peter is an international authority on Smarketing® i.e. on Sales & Marketing alignment and collaboration. He has appeared on three continents at conferences, corporate events and on promotional occasions. His vision is a world where business teams collaborate seamlessly to the benefit of all stakeholders. Peter is also a guest lecturer in the Executive MBA Program at the internationally acclaimed Sydney Business School and at the University of Wollongong, Australia. He is a published author of the Amazon 5-Star rated book The OneTEAM Method, which describes his holistic Sales and Marketing collaboration framework to lift sales results, enhance customer experience and boost staff engagement. Peter holds qualifications in Marketing and Management from the prestigious Macquarie Graduate School of Management (MGSM) in Sydney, Australia. What you’ll learn about in this episode: Peter’s book “The OneTEAM Method: How Sales+Marketing Collaboration boosts big business” The 5 steps of the method and how Peter delivers that to clients Examples of companies of varying sizes (6 and 60 people) that Peter has used this system with The new deal that has allowed Peter to bring this system to the US How companies are becoming more risk-averse has changed how Peter has had to sell his system Peter’s efforts to bring the Smarketing system worldwide Ways to contact Peter: Website: www.peterstrohkorbconsulting.com Facebook: www.facebook.com/PeterStrohkorbConsulting Twitter: @pstrohkorb LinkedIn: www.linkedin.com/in/peterstrohkorbsalesmarketing A transcript of this episode is available at: systemexecution.com/the-oneteam-method

Professor John Croucher AM has come full circle. His academic journey began as one of the very first students to study at Macquarie, and he is now a lecturer at the Macquarie Graduate School of Management. In this special episode of Pioneering Minds, Professor Croucher talks about the early days of Macquarie, his unexpected career move from sports commentary to teaching, and his latest book about a certain 'Mistress of Science'.

Why do some companies thrive, and others boom and bust? Is it the importance of a strong hand on the helm? A culture of innovation? A pervasive sense of employee satisfaction? Or is it some other element that sits outside the parameters of conventional business wisdom? This week's podcast guest is Professor Gayle Avery from the Macquarie Graduate School of Management, whose dedicated field of research is organisational sustainability. We speak to Professor Avery about these pertinent questions and the fascinating work she's done in translating the personal business ethic of the King of Thailand into a business bible for South East Asian people.

In our efforts to better understand the end users of the sites & applications we design, we generate a great deal of data. That data is useless to us until it has been analyzing and interpreted. This presentation looks at some of the methods & techniques we can use to make sense of user research data in a meaningful & rigorous way. The presentation will look at some of the common types of quantitative data collected during user research, and the statistical analysis methods we can employ to make the most of our data-gathering efforts. The session covers practical examples such as task completion rates, time-to-completion, page view comparison, as well as some basic concepts in statistics. Founder & Principal Consultant at Meld, Steve has over 13 years’ experience in the design and delivery of e-business services. Steve is a well-known practitioner in the area of experience strategy and architecture, writing articles for industry publications and presenting at local conferences. During his career Steve has completed over 300 Web projects & thousands of smaller tasks. Steve has, over the past four years, led user experience teams to develop online strategies and experience architectures for clients across a broad spread of industries including: tourism, travel, transport, consumer electronics, manufacturing, government, and the arts. These include projects for the Department of Environment, Water, Heritage & the Arts; an expert review for Maersk Line - the world’s largest container shipping company; oneworld Alliance - the world’s leading airline alliance; YHA Australia; and Fuji Xerox Australia. Steve holds post-graduate degrees in electronic commerce (M.Ec) and business administration (MBA) from the Macquarie Graduate School of Management; and a bachelor’s degree in Mathematics (Physical Mathematics & Applied Statistics) from the University of Technology, Sydney. Licensed as Creative Commons Attribution-Share Alike 3.0 (http://creativecommons.org/licenses/by-sa/3.0/).