Podcast appearances and mentions of Mike Hewitt

Play Episode Listen Later Mar 8, 2022 12:10

Photo: Advanced Small Modular Reactors (SMRs) are a key part of the Department of Energy's goal to develop safe, clean, and affordable nuclear power options . . . CBS Eye on the World with John Batchelor CBS Audio Network @Batchelorshow #Ukraine: EU national security in SMRs (Small Modular Reactors). Mike Hewitt, IP3 Security. LA. https://nationalinterest.org/feature/energy-sovereignty-will-be-westphalian-principle-21st-century-200724--

world energy ukraine european union national security smrs small modular reactors ukraine eu mike hewitt cbs eye

#Ukraine: Why the Russians attacked the Zaporizhzhia nuclear power site. Mike Hewitt, IP3 Security. LA.

Play Episode Listen Later Mar 8, 2022 9:30

Photo: Nuclear power, Russia, Murmansk region. Polar dawns. Concern Atomprom. Kola NPP. 1st turn. Blocks No. 1,2. Engine room. In the foreground TG-1 K-220-44. CBS Eye on the World with John Batchelor CBS Audio Network @Batchelorshow #Ukraine: Why the Russians attacked the Zaporizhzhia nuclear power site. Mike Hewitt, IP3 Security. LA. https://nationalinterest.org/feature/energy-sovereignty-will-be-westphalian-principle-21st-century-200724--

world russia ukraine russian security engine attacked polar nuclear power tg zaporizhzhia murmansk mike hewitt cbs eye

1775: Nuclear power is green, ready now, and doesn't need sunshine or windy skies. Mike Hewitt CEO IP3 Security

Play Episode Listen Later Oct 19, 2021 12:20

Photo: Haddam Neck Nuclear Power Plant, Primary Auxiliary Building, 362 Injun Hollow Road, Haddam, Middlesex County, CT Nuclear power is green, ready now, and doesn't need sunshine or windy skies. Mike Hewitt CEO IP3 Security https://on.ft.com/3mZPSb1 https://www.rolls-royce.com/~/media/Files/R/Rolls-Royce/documents/customers/nuclear/smr-brochure-july-2017.pdf

green security skies nuclear power middlesex county mike hewitt

1775: Small Modular Reactors for Tomorrow. Mike Hewitt CEO IP3 Security

Reinventing Professionals

Play Episode Listen Later Oct 19, 2021 11:20

Photo: Illustration of a light-water small modular nuclear reactor (SMR) Small Modular Reactors for Tomorrow. Mike Hewitt CEO IP3 Security https://www.ft.com/content/e504b98e-51f2-4c68-9660-c368499b0473?accessToken=zwAAAXyT333wkdPlBLmOUfJMaNOWYMNoSZsEcw.MEYCIQCw9Kz1CXFqi8dUzSxOhdxomnDcHKCx6GVBvMDDq7itVwIhAN-x8hOYRHNRJTJ4dzulGGVxHn-i3dt4FqV-gr0NnJFT&sharetype=gift?token=423e007d-3500-4ac2-97a3-fb0105e18269

security illustration small modular reactors mike hewitt

Virtual Depositions, Court Reporting Careers, and Remote Adversarial Engagement

Play Episode Listen Later Jun 28, 2021 9:46

I spoke with Mike Hewitt, the CEO of vTestify, which provides virtual deposition software that allows attorneys to conduct depositions, client intake sessions, arbitrations, and similar proceedings remotely. We discussed how remote proceedings have impacted the careers of court reporters, best practices for remote adversarial engagement, the company's partnership with Esquire Deposition Solutions, and how legal teams will balance remote activity when the courts reopen at full in-person capacity.

ceo virtual court engagement remote careers reporting adversarial depositions mike hewitt

Virtual Depositions, Court Reporting Careers, and Remote Adversarial Engagement

Reinventing Professionals

Play Episode Listen Later Jun 28, 2021 9:46

ceo virtual court engagement remote careers reporting adversarial depositions mike hewitt

Shishir Mehrotra

Raw Data By P3

Play Episode Listen Later Jun 15, 2021 79:46

Shishir is as ahead of the technology curve as it gets, some of his ideas have revolutionized the way that tech giants like Microsoft, Google, and YouTube operate. Now, he's innovating again as the founder and CEO of Coda-an amazing integrated system that centers around creating Docs that are as powerful and actionable as Apps. He's also one of the most down to Earth human beings we've ever had the pleasure of sitting down with! References in this episode: Unfrozen Caveman Lawyer SNL Skit Steven Sinofsky's book-Hardcore Software: Inside the Rise and Fall of the PC Revolution Coda Doc-No Code, Just a Coda Doc: How Squared Away Saves a Thousand Hours and $100K a Year Coda Doc-Rituals for Hypergrowth: An Inside Look at How Youtube Scaled Episode Timeline: 2:20 - Shishir's data path intersects with Rob's and the stories abound, Shishir passes on working for Google before it was Google 15:25 - Shishir has a random idea about advertising that eventually forms into some common advertising practices, Google woos Shishir back, and he ends up running YouTube! 27:25 - The value of a Computer Science degree is....debatable, an interesting definition and example of AI, and Nouns VS Verbs in naming products and features 41:00 - How Coda was formed and the amazing innovation that Coda is-it makes a doc as powerful as an app, and the importance of integration Episode Transcript: Rob Collie (00:00:00): Hello, friends. Today's guest is Shishir Mehrotra, and let me tell you, Shishir is a ringer of a guest. We met back at Microsoft in the 2000s where he was already entrusted with some pretty amazing responsibilities and was doing very, very well in those roles. About the same time that I left Microsoft to start P3, Shishir left Microsoft to go ... Oh, that's right ... Run YouTube. And he was at the helm of YouTube during what he calls the hyper-growth years where YouTube really exploded and became the thing that we know it is today. During this conversation, I discovered that it certainly sounds like he invented something about YouTube that we absolutely take for granted today and has been seen by billions, used probably billions of times per day. That wasn't enough for him, so he left YouTube after a number of years and started a new company called Coda. Rob Collie (00:00:55): And Coda is an incredibly ambitious product. You could say that in some sense, it's aimed at being a Microsoft Office replacement, but even that isn't quite right. It's in a little bit different niche than that. And, of course, we explored that in our conversation. We talk about his billion dollar mistake, quite possibly, literally, billion dollar mistake, not many people can make those. I was thrilled to discover that he and I have basically exactly the same philosophy about nouns and verbs in software. We talk about the antiquated notion that a computer science degree is somehow super important in product management roles, even at software companies. And just, in general, I couldn't get enough of it. He was super gracious to give us his time for this show, and I hope you enjoy it as much as we did. So, let's get into it. Announcer (00:01:42): Ladies and gentlemen, may I have your attention please. Announcer (00:01:48): This is the Raw Data by P3 Adaptive podcast with your host Rob Collie and your cohost Thomas Larock. Find out what the experts at P3 Adaptive can do for your business. Just go to p3adaptive.com. Raw Data by P3 Adaptive is data with the human element. Rob Collie (00:02:11): Welcome to the show. Shishir Mehrotra, how are you today? Shishir Mehrotra (00:02:15): Oh, I'm great. Rob Collie (00:02:16): Are you coming to us from Silicon Valley? Shishir Mehrotra (00:02:17): I am. Well, south of California. Been in my house and in this spot for about the last year. Rob Collie (00:02:23): When did we meet? Shishir Mehrotra (00:02:24): You were working on Excel and I think at the time I was working on WinFS, the early days of Microsoft. Rob Collie (00:02:31): Oh, WinFS. Just completely unexpected sidelight. It was like 1998 or maybe 1999, we're in a review with Jim [Allchin 00:02:42] and all of his lieutenants. And the whole point of this meeting is to assassinate the technology I was working on. This was an arranged hit on MSI ... Shishir Mehrotra (00:02:54): [crosstalk 00:02:54]. On MSI. Rob Collie (00:02:55): ... On the Windows Installer, right? Shishir Mehrotra (00:02:56): Okay. Yeah. Yeah. Rob Collie (00:02:57): And there are factions in this room that have had their knives, they've been sharpening them and they've arranged this moment so they can kill us. And, at one point, one of the complaints about us was our heavy use of the registry. Just poisoning the registry. Do you remember a guy named Rob [Short 00:03:15]? Shishir Mehrotra (00:03:15): Yeah, of course. Rob Collie (00:03:16): I really liked Rob Short. I thought he was awesome. He was a tough guy, but also really fair and funny and friendly at the same time. And he's been sitting in this meeting for hours because he has to, and he's just totally tuned out. Of course he would be, right? It's not about him. And then, this mention of the registry as an attack on us comes up and Jim Allchin immediately whirls around to Rob and goes, "Now you see, this is what I'm talking about. Our storage system is such a piece of shit." And he starts ripping it to Rob and Rob's having to wake up from his trance. It's like suddenly the guns can swing so fast in those meetings. Shishir Mehrotra (00:03:55): I mean, that was a use case that Bill and Jim and so on all tried to push on WinFS, but it was one we actively resisted. It's a hard one. Rob Collie (00:04:02): It is. The worst thing in the world is to have state stored in multiple places that have to go together with each other. Right? That just turns out to be one of the hardest problems. Shishir Mehrotra (00:04:11): It's such a critical element of the operating system. And you end up with all sorts of other issues of what can run on what and ... Rob Collie (00:04:17): And it's funny. The registry was basically my introduction to the entire Win32 platform. When I was running the installer, that's all I knew about. I knew about the type library registrations and the registry. I knew it in class IDs. And I could follow those things. I could follow that rabbit's trail from one place to another without ever really understanding what a class ID was. Right? It was just the registration of an object, right? Shishir Mehrotra (00:04:40): Right. Rob Collie (00:04:40): I didn't learn that until years later. So funny. But then we crossed paths again. Right? Shishir Mehrotra (00:04:45): SQL. Rob Collie (00:04:46): I remember how it happened. Ariel [Nets 00:04:49] came into my office and said, "Hey, there's someone important who's going to need some information from you." And I go, "Okay." And he said something like, "He's a real rising star here, so make sure you give him everything he needs." And I'm like, "Okay." Shishir Mehrotra (00:05:05): I don't think I know this half of the story. Okay. Rob Collie (00:05:09): And I think you were somehow involved with the potential acquisition that was going on at the time. Is that true? Shishir Mehrotra (00:05:14): You talking about in-memory BI? Rob Collie (00:05:16): Yeah. Shishir Mehrotra (00:05:16): Yeah. I was at the time ... Maybe for your listeners. So, my history, after WinFS folded and collapsed, and you can talk about that if you'd like, I ended up being unexpectedly merged into the SQL Server division. I ended up running what Microsoft called the program management team or SQL Server. And it was super interesting for me because I was never really a database guy. Everything I had worked on to that point was fairly end user-centered, infrastructure in the background. And I was surrounded by these people that really love databases. Actually, as a side note, I fell in love with databases because of Paul Flessner. Paul was on his way out. He was retiring that year and he had one last ... At the time we used to call them strategy days so that Bill and Steve and so on would post this annual review. Shishir Mehrotra (00:06:01): And Paul Flessner, he decided this was going to be his last hurrah strategy, "I'm going to tell these people exactly what I think." He's in the middle of preparing for this and WinFS is folding up and he says, "While you're figuring out what you're going to do next, why don't you come help me write the strategy days presentation?" And he was really drawn to the idea of someone that actually wasn't in his organization doing it because I could speak my mind about whatever and I had no bias walking into it. And probably from his perspective, I would write whatever the hell he wanted and make it sound good. This guy, he's a database legend. He drove the Sybase acquisition that turned into SQL Server. And so, he had a list of ideas for how to think about the database market that many of which were pretty ascetical. Shishir Mehrotra (00:06:44): And he spoke in very plain language when he's ... Actually, interestingly, he's retired. [inaudible 00:06:48] his woodworking. That's his thing. He builds chairs and tables are amazing. You can go buy them. As opposed to many techie database guys, he speaks in very plain language. Rob Collie (00:06:55): I love that. Shishir Mehrotra (00:06:56): And you just walk through like, "Here's how to think about the different workloads and here's what's happening in the industry and here's what's happening in data warehousing." Which wasn't really a term at the time and data warehousing was just emerging. And then, at the end of that process, we had a pretty successful strategy days and he said, "Why don't you run the PM team and help my new guy?" Ted Kummert came in to go and run SQL Server after Paul. And that's how I ended up in that spot. And as part of that, I ended up covering a lot of ... One of Paul's last statement was, "Data warehousing is not the same thing. Go do something different." And that's where people like Ariel and Amir and so on, that whole division, Tom ... And there was a bunch of people running that at that time ... Came into play. Shishir Mehrotra (00:07:34): And then they had this idea that ... There's a lot of different things to know about SQL Server. SQL Server is not actually well-built for data warehouse and so most databases are not. And at the time, the raining wisdom was you needed a completely different architecture for business intelligence, which I guess we called OLAP back then. I don't know if that term is still used. Rob Collie (00:07:54): Yeah. Oh, we still do. We just hide it. It's a dirty word. Shishir Mehrotra (00:07:57): Yeah. For the geeky folks out there, and the key difference being that instead of storing things row by row, you store things column by column and you also precalculate aggregate. So, you have some sense of what, I guess, nowadays called the cube. These things are likely to be great for, "We're going to precalculate the sum of orders for customers by region or whatever it might be." And then, Ariel and his brother Amir had this idea and they said, "Hey, we've got this strategic advantage at Microsoft, which is we own the front end and the backend of this architecture. On the backend, we need to be able to scale better and we need to move to column storage and do all this fancy stuff with cubes. But if you ask anybody where all of their analysis actually gets done, what do they say? Shishir Mehrotra (00:08:38): There's 1,000 reporting tools out there but everybody lives in Excel. And so, they said, "What if we were to find a creative way to pull these together? And I think at the time you were running this part of the Excel platform. And so, I was sent in to go figure out how to make this pitch. I mean, these guys really wanted to do an acquisition space and so on. And I was sent in to try to make the pitch. And, actually, the insight there was interesting. Amir came up with this chart, which I'm not really sure where it came from but he basically went and looked at the size of cubes of OLAP instances across a wide set of customers, including all of Microsoft. He pulled all of these different ones and he figured out that the biggest cube at Microsoft was this thing called MS Sales. Shishir Mehrotra (00:09:20): It was all the customer data from Microsoft if you remember well. And he said, "If you compress this down with column storage, I'm going to get the numbers wrong." But it fit inside tens of megabytes of storage, which was previously much, much larger if you did as row storage. And he said, "This is so small that it can fit in memory on a client, which was unheard of. Usually, the whole idea behind these systems was you have to query a server. The server is really big. At that time, a lot of systems go up and scaled out. There's often very big hardware back there as well. And he said, "Hey, I bet we could move to a model where the primary way that people do this analysis actually happens in that place where they actually want to do their work in Excel. So, I think that's where the other half of that conversation from my side was coming from. Rob Collie (00:10:06): Yeah. So, like you said, with Paul Flessner bringing you into right part of the strategy days stuff, Amir was, at that point in time, still using me in the same way. I had come over from the Excel world and so he was trotting me out every time he wanted someone to talk about Excel in a way that he couldn't be criticized. I was just almost the unfrozen caveman lawyer from Saturday Night Live, this Forrest Gump figure, "Listen, I don't know much, but I do know Excel and I know the people." You know? Shishir Mehrotra (00:10:32): Yeah. Yeah. Rob Collie (00:10:33): Usually, because on the SQL side of the house, you couldn't argue with me about Excel. If I go back to the Excel world, they'd all argue with me but on the sequel side, I was unquestioned. So, Ariel was right, he said, "This guy is a mover and shaker. He's going places." And then, an eye blink later, you're at YouTube. When did you end up at YouTube? Shishir Mehrotra (00:10:53): So, there's a personal story arc that goes along with this. I started a company out of school called [Sintrata 00:10:58]. It was an early version of what became AWS, Azure, so on, to utility computing. There's a whole generation company that started back in that '99, 2000 period. All of us were seven to 10 years too early. There was no virtualization, no containers and none of the underlying technology that actually made the cloud take off existed yet. As that was wrapping up is how I got to Microsoft but in that period, Sintrata was funded by this famous venture firm called Kleiner Perkins. Shishir Mehrotra (00:11:23): My primary investor was a [inaudible 00:11:24]. [inaudible 00:11:25] as Sintrata was wrapping up, he had suggested, "Why don't you go join another client or company?" And I said, "Which one?" And he said, "Well, you can look at all of them but the one that's really hot right now is these two Stanford guys are creating this new search engines called Google. Might want to check it out." And so this is back in 2002. And so, went over and spent some time with Larry and Sergey. And at the time, they hadn't hired a single outside product manager. And so, they wanted me to come in and start the product management team there. And, interestingly, I turned them down. My wife likes to call my billion dollar mistake. And instead I got drawn to Microsoft. Shishir Mehrotra (00:12:01): As I got drawn to Microsoft, it's related to this story because I had an old boss of mine, I was an intern at Microsoft when I was in college, and he was starting this new thing called Gideon that was in the Office team actually. And the project would turn Office into a front end for business applications. So, it's had a lot of relevance to what ended up happening in that space. Rob Collie (00:12:18): Who was running Gideon? Who was that? Shishir Mehrotra (00:12:20): Satya was our skip-level boss and this was much, much earlier in his career. And the guy actually running the project was a guy named John [Lacada 00:12:27]. I think he's gone now. I don't know where he is. Yeah. Rob Collie (00:12:29): I worked with John quite a bit over the years [crosstalk 00:12:32]. And this is how you know Danny Simmons. Right? Shishir Mehrotra (00:12:34): That's right. Danny was part of that team. Rob Collie (00:12:36): Oh my gosh! Yeah. Shishir Mehrotra (00:12:36): Yeah. Danny was on that team. I ended up working with Danny multiple times. Mike Hewitt was the one who was my intern manager who pulled me over to the project. Actually, as a fun version of fate or whatever, Mike now works at Coda. [crosstalk 00:12:48]- Rob Collie (00:12:48): Does he really? Shishir Mehrotra (00:12:49): Yeah, he's an engineer here. He's great. He lives in Idaho. Once we really started hiring distributed, I finally managed to pull him into Coda. So, I turned on Google in that period and they didn't let up. Basically, every year they would call and say, "Hey, we got something down here for you." Gideon actually didn't have a very positive outcome. I showed up to work on this thing and nine months later, Sinofsky killed it. Given the priorities Office had at the time, it made reasonable sense, but it was my first education of big company politics and that's how I ended up working at WinFS. Rob Collie (00:13:20): Sinofsky has delivered many such educations of big company politics. Shishir Mehrotra (00:13:24): Yes. Yes. For sure. For sure. Rob Collie (00:13:26): One of his primary contributions. Yes. Shishir Mehrotra (00:13:27): So, are you reading his history of Microsoft [inaudible 00:13:30]? Rob Collie (00:13:30): I haven't been but now I will be. Shishir Mehrotra (00:13:32): Oh, you should. It's good. Steve and I didn't always see eye to eye on everything, but his sense of history is really good. I don't know how the hell he remembered so much stuff, but he's basically publishing a new thing every few days, I think, maybe every week, and it's really good. Rob Collie (00:13:44): I both loved Stephen and was terrified of him at the same time. Shishir Mehrotra (00:13:48): It's common. Rob Collie (00:13:49): Yeah. Shishir Mehrotra (00:13:50): So, I'm working on SQL Server, but the reason all that matters is I was committed to Seattle. I had convinced my, at the time, fiance now wife, to move up to Seattle. She's a physician. So, she was doing her residency at Children's Seattle. And I convinced her to stay and do her fellowship and that all ran out. So, my clock ran out on Seattle. Said, "All right, now we're ready to move." And we had presumed we were going to move to the Bay area. So, it was just implied at the time, if you're going to be a techie, you got to move down to the Bay Area at some point. And I thought I was going to start another company. I was ready to do it again but Jonathan Rosenberg, the guy at Google who ended up running product there, he called me, he said, "Oh, if you're thinking about coming back, why don't you just come meet a few people?" Shishir Mehrotra (00:14:28): And I said, "No, I've been doing the big company thing for a while. I don't think I want to do that anymore." And he said, "No, no, no, no. Google is not that big a company." This is 2007, 2008. And he said, "Google is not that big of a company. Come just meet a few people and nothing else and have some good conversations." And so, I went down, met a bunch of people and this was Larry and Sergey but also Vic Gundotra was there then and Andy Rubin had just joined. And there was a bunch of ... That era of Google was being formed. And I end up, at the end of the day, in Jonathan's office and I tell him, "That was really entertaining, but it feels like a big company. I don't think this is for me." Jonathan's a pretty crass person. I won't use the same language he used but he said, "Oh, that's really effing stupid." Shishir Mehrotra (00:15:06): And I said, "Why?" And he said, "Well, look, and I'll just give you a really simple reason. All those people, they probably talk to you about Android and Chrome and all this other stuff but what they forget is that, at the heart, Google sells advertising and all the money in advertising goes to television. And nobody even watches those stupid ads." This may sound dumb, but maybe not to this group. I didn't know that. For me, I'd never bought or sold an ad in my life. And the idea that all of the money and advertising goes to television was news to me. And I got on a plane after work back to Seattle. I do a lot of my thinking on planes for weird reasons. You may be the same. I don't know. Shishir Mehrotra (00:15:40): But I get on the plane, I take out this little sheet of paper and this was a week after the Super Bowl, February of 2008, the Giants had just beaten the Pats in this epic Super Bowl. And I take out the sheet of paper, I write at the top, how come advertising doesn't feel like a Super Bowl every day? And the basic thing I was thinking about was we had our friends over for Super Bowl and while we're watching the game, the ad would come on, if somebody missed it, I would have to rewind for people to watch the ad again. It's like, "Oh, people actually like the ads in this one day of the year. What's different?" And so, I take out this sheet of paper, I end up writing this little position paper on what I think is wrong with advertising, without knowing really anything about advertising. Get home, it's pretty late. My wife's not up to tell me it was all stupid. Shishir Mehrotra (00:16:19): And then I wake up the next morning and I write to Jonathan. I say, "Hey, look, I really enjoyed the time. I don't think Google's for me, but I had some thoughts on something you said that stuck with me about why advertising sucks. And I'm sure you guys are already thinking about it, but I'm happy to send it to you if you'd like." And he's pretty early morning guy and so he read it and said, "Actually, nobody's thinking about this. Maybe you should come and I'll give you a small team and you can start running this." There were three ideas in the paper but the most simple one was how come ads don't have a skip button on them? And then, if you skip the ad, why don't you make it so that if you skip the ad, the advertiser doesn't pay? Shishir Mehrotra (00:16:50): You change all the incentives of advertising so that if the ads aren't good, then nobody gets paid if the ads are going to get better. And we're going to reset the balance and that's why it's going to feel like Super Bowl every day. He was like, "There's a lot of reward and be creative on the Super Bowl." So, J.R. convinced me. He's like, "Come down. Run this project." When I tell the story, it sounds eerily similar to how I ended up at Microsoft, like, "Oh, come run this small project." And it was this group of people, again, that misunderstood what ... This project was at the time called Mosaic. Shishir Mehrotra (00:17:19): It became a product called Google TV. Chromecast, Google TV, Google Home, all comes out of that same group now. So, I showed up to work on that and very quickly in that process realized that this had actually very poor corporate sponsorship as well. In this case, Larry and Sergey thought this product was really, really dumb. I should have known as I was going through the interview process. And so, I told J.R. and I was excited about the project and I said, "Hey, maybe I should talk to Larry and Sergey about that, a bunch of ideas and other stuff if I met them." He's like, "Oh yeah, they're traveling this week." I was like, "Really? Okay." And every time I asked, he was avoiding me talking to them about the project. But, anyway, so I show up to work on that and it's very long story out, but this paper leads to me working on this project. Shishir Mehrotra (00:17:57): And then, just, basically, we decided to merge the project into YouTube. And back in 2008, to a very side door, end up initially running the monetization team and eventually running the rest of the team for YouTube and then spending six years there and growing that business, which was ... At the time, when I joined YouTube, it was the weird stepchild of Google. It was generally thought of as the first bad acquisition that Google made. Until then we had this string of amazing acquisitions led to Maps and Android and all this stuff. YouTube was a weird one, right? It was the, we lost hundreds of millions of dollars a year. It was dogs on skateboards. We had a billion dollar lawsuit from Viacom. Rob Collie (00:18:35): Mark Cuban famously said it's never going to go anywhere. Shishir Mehrotra (00:18:38): I have very fun stories with Mark Cuban. It was two years after I left YouTube where he finally wrote me and said, "Actually, I think you might've been right." He was quite convinced we were wrong about it. But, anyway, so I ended up working on YouTube. I'd never bought or sold an ad in my life, knew nothing about video and an infrastructure guy in the previous career, and ended up working on YouTube for six years. Rob Collie (00:19:02): It's a really interesting thing, right? Sometimes not knowing a lot about an industry or a topic is actually fantastic because you don't bring all the baggage and all the preconceptions. Of course, you can't just go all in on that. If you never know anything about anything, you're just someone wandering around the world with a loud voice. And so, getting the right balance between knowing what you should know and not knowing the things that will throw you off, if we could get that mix right at all times in our lives, we'd be in great shape, but it's tricky, isn't it? Shishir Mehrotra (00:19:32): You've roughly described my career. Almost every job I took was in a space I knew nothing about. And it's a very positive interpretation of this person who has to learn every piece of this. But yeah, I think a beginner's eye allows you to look at a space a little bit differently and it certainly worked out at YouTube. And we were walking the trends of the video industry in every way, how we thought about content, how we thought about monetization, and what is good content? What is not good content? Our views on these things were diametrically opposite of every assumption that had been made by every experienced person in that industry. I think we turned out to be more right than wrong. Rob Collie (00:20:07): Oh my gosh! Yeah. Now, a few things jumped out at me from that story. First of all, if we think about it with the perfection of hindsight, the clarity of hindsight, basically, Google ran this really sick reverse auction for your services where they like, "If you come here now we'll pay you a billion dollars." And you're like, "Hmm, no." Right? And then- Shishir Mehrotra (00:20:30): It wasn't obvious that it was going to be a billion dollars. Rob Collie (00:20:30): I know. Then they call you back a year later and they say, "Okay. Fine. How about 100 million?" And you're like, "Hmm, no." And they finally got it down low enough for you to take the job. I've never met anybody who has a story where you can even joke about a billion dollar mistake. So, I'll never have the opportunity to recruit you, but if I did, now I know how. Shishir Mehrotra (00:20:56): [crosstalk 00:20:56] blowing your offer. That's right. That's right. Rob Collie (00:20:59): And it's got to include the words, just come run this small, little team. Shishir Mehrotra (00:21:03): Yeah. Yeah. I get drawn to projects. I don't get drawn to the rest of it. So far it's worked out okay. But yeah, I get drawn to ideas. I mean, this is really only the fourth company I've ever worked for yet every transition was drawn by some idea that I couldn't stop thinking about. Rob Collie (00:21:17): That idea or position statement, is that in some way, at the beginning, the origin story of the skip button for ads? Shishir Mehrotra (00:21:27): Oh yeah. I mean, the skip button for ads it's now called TrueView. Back to your point on beginner's mind. So, I show up, I've got this idea around the skip button and actually it makes more sense for YouTube than it does for this Google TV thing that we were working on. So, there's totally reasonable outcome. I show up and my first meeting with the sales team, I'm maybe six weeks in, the head of sales, Susie, she says, "Can you come give a talk to sales team and just tell a little bit about your vision for YouTube." And we had a nice ... And I said, "Look, I don't think this is a good idea. I don't know anything about this part of the industry. So, I'm going to make a fool of myself." And she's, "No, no, no. You have got all these great ideas and they're fresh and different and why don't you come talk to them?" Shishir Mehrotra (00:22:04): And I go talk about a bunch of different ideas, and I talk about this one about skip buttons on ads. And one of the salespeople, who I've since become very good friends with, she raises her hand and she says, "Wait, I don't understand. Do you want none of us to make any money?" They thought this was the dumbest idea on the planet. You put a skip button on ads, people are going to hit the skip button. It's like that's what obviously is going to happen. And, basically, the entire sales force rejected this idea. And it took me three years to ship that feature because every person in the sales force thought it was such a dumb idea. I would get told, "You can come talk at the sales conference, but you're not allowed to talk about your stupid skip button idea. You have to talk about everything else." Shishir Mehrotra (00:22:43): And what turned out was ... This is actually another fun story in great product managers. I don't know if you still think of yourself as a PM, but I consider you to be a really strong product manager as well. But this is a story about a guy, Lane Shackleton, who actually now runs product at Coda. So, Lane was a sales guy. He was actually our primary sales guy at YouTube. And he really wanted to be a PM. And at the time, we had this really stupid policy where you weren't allowed to be a product manager at Google unless you had a CS degree. It was just part of the early, early viewpoint the founders had. Rob Collie (00:23:17): So relevant. Shishir Mehrotra (00:23:21): Right. So, you commiserate with this a lot. So, Lane comes to me and says, "I want to be a PM. How do I do it?" And I said, "Hey, look, I mean, I love you and I think you could do a great job but I've got this policy. And I got to make a really strong case if I'm going to get over the policy." And he said, "How about I just do it on the side? Do it as a trial run." He gave me an idea. I said, "Okay, I'll make a deal with you. I'll let you try to be a PM, but you have to do it in your 20% time. And not in your 80-20% time, but you got to do a great job of your sales job and then you do this part. And the second criteria is you take whatever project I give you." Shishir Mehrotra (00:23:52): And he said, "All right, deal. What's the project?" I said, "Okay, I want you to work on this thing called skippable ads." And I said, "Look, the sales team thinks it's really dumb because the way that the division work, the engineering leader was like, "I'm not allocating stuff that the sales team thinks is dumb. And so, I can give you one engineer who is a new grad and that's it." But I have a playbook for you. I think you need to go and you just go talk to the AdWords team and get this thing out of the buying experience and then work on this with the analytics and figure just these couple pieces out. And we'll be able to ship this thing and we'll slowly build up the business. It'll be fine." Shishir Mehrotra (00:24:23): And so, he goes away and he comes back a couple of weeks later for his update. And I said, "Oh, how's it going? Did you talk to the AdWords team?" And he said, "No, actually, I decided that's not the problem here." And I said, "What do you mean? That was your job. Go talk to those different people." And he says, "Well, I've been thinking about it and I think the real problem here is the name is wrong." I was like, "The name? What are you talking about? We'll name this thing later. This is not that important." And he says, "No, no, I think the problem is that skippable ad is a value proposition to an end user but who buys advertising? The advertiser buys advertising. Skippable is actually a really poor value proposition to the advertiser. Why would I want my ad to be skipped? Right? And so, the reason you're hearing so much negative reaction if people don't understand why it's helpful to the advertiser." Shishir Mehrotra (00:25:06): And so then he came up with this idea and said, "Why don't we name it TrueView?" And I'm skipping a whole bunch of parts in the story, but we call it TrueView. That's what the ad for one is actually called. You have no idea what ads are called, right? Oh, there's ads on Google. Nobody knows [crosstalk 00:25:18] from AdWord. Rob Collie (00:25:18): Yeah. It's not a feature. Yeah. Shishir Mehrotra (00:25:19): But what's a sponsored story? And you don't know any of that stuff. You just know it's an ad. And he said, "So, let's focus on the advertising." Came up with this name TrueView. And the idea is very simple is you only pay per true views. You don't pay for the junk, you only pay for the real ones. Right? And all of a sudden this thing went from being, I'm not allowed to talk about it at sales conferences to the number one thing on the entire sales force [inaudible 00:25:42] all of Google. Beyond anything the average team was working on. Shishir Mehrotra (00:25:45): And it was such a simple idea. And, by the way, the way the math works is very simple, it's most people do skip the ad. It's about 80% skip rates on those ads. So, four out of five times you see an ad, you probably have a skip button, but it turns out that the 20% of the time you don't is such high signal and so effective an ad that you can often charge something like 20 times as much for that view. And so, what you end up with is you end up with you just take that math and say, [inaudible 00:26:09] four times better monetization with a skippable ad than without a skippable ad. Shishir Mehrotra (00:26:13): It was not obvious that advertisers would be willing to pay that much more if they know you actually watched the ad but when you start ... But this is a good example, again, a beginner's mind and, Lane, I mean, this is one of his ... So, I've managed to convince the calibration committees and so on and turned to a product manager and turned into a great product manager. He joined me early on at Coda and now runs the product and design team here. Great example of coming fresh to a new problem. Rob Collie (00:26:36): Yeah. Well, if only he'd had a computer science degree, that idea would have been so much smarter. You know? Shishir Mehrotra (00:26:43): Yeah. The crazy part, this is one of the most technical guys I know and he's like, "I don't understand. I write this stuff on the side. Why do I need a stupid degree for that?" Right? Rob Collie (00:26:53): I know. There was one time in my first three years at Microsoft where I used one piece of my computer science education, one time. I used O notation to prove that we shouldn't do it a certain way. And when I got my way after using O notation, it's like, "This is an O of N squared algorithm." I got to run around the hallways chanting, like, "Whoa, look, my education, it worked. It worked. It worked." And that was the only time I ever used any of that. So, no, that's a silly policy. Shishir Mehrotra (00:27:25): Yeah. It was funny, when I was going to college, my parents were both computer scientists and I was one of those kids who grew up with a ... I never knew what I wanted to be. One week I was going to be a lawyer, then I was going to be a doctor, then I was going to be a scary period for my mom where I really wanted to be a taxi driver. I went through all the different periods. And then, I'm filling out my college applications and it says like, "What do you want to major in?" And I said, "Oh, I think I'll write down CS." I was into computers at the time and so I write down CS. And my dad says, "If you major in CS, I'm not paying for college." What are you talking about? I thought you'd be really excited. Shishir Mehrotra (00:27:57): That's what you guys do. My dad now runs supercomputing for NASA. I thought this would be pretty exciting for you. And he says, "No, no, no. This is a practitioner's degree. I'm not paying for college unless you major in something where the books are at least 50 years old." And that was the policy. And so, I ended up majoring in math and computer science. And from his perspective, he paid for a math degree and I happened to get the CS degree for free. But his view was that ... Which is true ... Computer science changes so fundamentally every 10 years. Shishir Mehrotra (00:28:22): And my classes the professors often taught out of the book that they're about to publish. The book wasn't even published yet and they're like, "Oh, here's the new way to think about operating systems." And it was totally different than what it was five years ago. I think there's a lot of knowledge in CS degrees but I actually think ... O notation is an example. I used to teach that class at school. That's math. That's not CS. Rob Collie (00:28:42): I know. Yeah. Yeah. Shishir Mehrotra (00:28:44): It's a very good way to think about isotonic functions but the actual CS knowledge is all but relevant by the time you graduate. Rob Collie (00:28:51): One thing that you said to me about your time at YouTube that stuck with me years, years, years, years later is that here we are at the tip of the spear, the head of this giant organization and YouTube eventually became giant, and with all this amazing machine learning and just so much algorithmic, not even complexity, but also just we don't even know what it's doing anymore. It's so sophisticated that we can't even explain why it's making these decisions but they're doing well, and yet every day we get together, we're looking at simple pivot tables and there's these knobs on the sides of these giant algorithmic machines that some human being has to set to, like, "Should we set it to six or seven?" And it's just this judgment call. And I just love that. That was, in a weird way, so reassuring to me that even at the absolute top of the pyramid of the algorithmic world, there's still a need for this other stuff. Shishir Mehrotra (00:29:43): The most fun example of this, backing for a moment, my dad, back to the story of me going into CS. At one point I had asked him, what is artificial intelligence? And he said, "Well, artificial intelligence is this really hard to describe field." I asked, "Why is that?" And he said, "Well, because it's got this characteristic that the moment something works, it's no longer AI." And so, AI is what's left is all the stuff that doesn't work. And so, you can use all these examples of when you have all regressions, it's like, "That's just math. That's not AI. We understand how it works." My favorite example with the kids is when you drive up to the traffic light, how does it know when to turn red and green and so on? Shishir Mehrotra (00:30:19): Oh, there's a sensor there. It just senses the cars there and so then it decides to turn red or green. That's not AI. I know how that works. I can describe it. It's a sensor. And so, we went through, I think, decades of time where the moment something worked, it stopped getting called AI. And then, some point, 10, 15 years ago, I'd say 10, we flipped it. And now, all of a sudden, anything that does math is AI. And it's amazing to me that we would look at some of these systems and it was literally a simple regression and we say, "Oh, that's machine learning." And it became very invoked. I think about it that way. Shishir Mehrotra (00:30:53): I mean, there are some really complicated machine learning techniques and the way our neural network works, which is the heart of how most of these machine learning techniques work is very complicated, but at the heart of what it's doing, it's approximation function for a multi-variable phenomenon. So, the most fun example I can tell you about your observation there is this project called DALS. DALS was an acronym for Dynamic Ad Load System where at the time, on YouTube, the rate at which we showed ads was contractually set. We would go negotiate with the creator and say, "Oh, ESPN, we want your content on YouTube." And we would say, "Look, our policy is we show ads every seven minutes." And they say, "No, our content is so good. We want it every two minutes." Shishir Mehrotra (00:31:32): And then, the Disney folks would have their own number. And so, there is this long line of contractual stuff baked into our ad serving logic that's like, "Oh, it's been two minutes. You have to show an ad." Because they all just thought they knew better of how good their content was. And so, one of the engineers had this idea and said, "This is dumb." We know our intentions are well aligned. Almost all our deals were rev share deals. We made money when the creator made money. And we know whether or not this is a good time to show an ad or not, why don't we turn this into a machine learning system and guess whether or not we should show an ad? So, it's called Dynamic Ad Load System. DALS was its acronym. So, the team goes off and this engineer goes off and builds this thing. Shishir Mehrotra (00:32:08): Lexi was his name. So, Lexi builds this thing and he brings it to one of our staff reviews. Every Friday, we had this meeting of IT staff. That's where we went through all the major stats for the business and including any major experiments that are running. If he brings something in and he says, "All right, before we launch this thing, I'd like to know what our trade-off function." The trade-off function in this case is, how much watch time are you willing to trade off for revenue? These are two primary metrics. At every moment we're going to decide, should we show an ad or not? And we have to make a guess at, "We think if we don't show an ad you'll watch for this much longer, if we do show an ad, there's a chance you'll leave but we'll make this much money. So, what's the number? How much should we trade off?" Shishir Mehrotra (00:32:45): This is a very typical question I would get in this forum. It's impossible to answer, how much would you trade off? Watch time, revenue. And so, I came up with a number and I put a slope on this chart and we decided two for one. I can't remember whether it was two points of watch time for one point of revenue. But whichever way it was, I do a slope and we got a lot of reaction. They're like, "Okay. Great." And they ran away from the room. "Okay. We have a number. We can go do our thing." And so, they come back a few weeks later and say that we're ready to launch. And I said, "Okay, so did you hit the number?" And they said, "Well, actually, we have some interesting news for you. Turns out in our first tuning of the system, we actually have a tuning that is positive on both watch time and revenue. And somehow by redeploying the system, we make more money and people watch longer." Shishir Mehrotra (00:33:25): And I said, "Really? How does that happen?" And they said, "Well, we don't really know yet, but can we ship because clearly better than your ratio?" And I said, "Well, okay, you can ship but next week I want you to come back and tell me why." And so, next week they come back and I said, "Do you know why?" And they said, "Well, we don't know why, but we have another tuning and it's even better on both watch time and revenue. I was thinking we ship this one." Shishir Mehrotra (00:33:47): I was like, "Okay, but please come back next week." This went on for four weeks. Right? So every week they would come back and they'd say, "Okay, we got this thing. It's even better on both. And we still have no idea why." And, finally, they figured out why. And it turns out that basically what was happening was the system was learning to push ads later in people's sessions. If you watch YouTube for a while, early on, you'll see very little advertising. But if you sit there and watch for hours and hours and hours, the ad frequency will gradually increase with a viewpoint of, this person's not going anywhere. They're committed, which makes intuitive sense, but it wasn't an input that we handed the system. Shishir Mehrotra (00:34:18): And how did we figure that out? The pivot table. I notice that the ... What did we do? We went and charted everything we could out of the experiment group and in our experiment group and we just guessed at what is the way to figure out why is this happening? Because it's not a signal that we were intentionally giving the system, it's just the system got every other signal it could. And we looked at everything. I mean, is it geography? Is it tied to content? Is it age? Is it ... How is it possible that we're showing more ads and people are watching for longer? That story is a lesson in a number of different things. I mean, I think it was a great lesson in how when people think about machine learning systems, they miss this element of ... Any machine learning system is just a function. Shishir Mehrotra (00:34:54): All the ML system does is take a very large set of inputs, apply a function to it and generate an output. Generally, that output is a decision, show an ad, don't show an ad. Self-driving car turn right or turn left. It's some decisions of, is this image a person or an animal? And that system is trained and is trained on a bunch of data. And at some point, somebody, usually fairly low in an organization, makes the tuning decision and says, "I'm willing to accept this much being wrong for this much being right." Generally called precision recall. More layman's term for it is you figured out your false positive rate versus your false negative rate for whatever system you're trying to figure out. But somebody has to make a decision. Shishir Mehrotra (00:35:30): It's usually three tunings, very deep in the system. And then, after that point, the system is unexplainable. You have no idea how this thing works. And so, what do you do then? You go look at a bunch of empirical data of what's happening and try to figure out, "What did I just do? I've got this thing and what's actually happening here?" And you try to figure out, is it doing what you actually want it to do? And all of that is done in fancy pivot tables. Rob Collie (00:35:53): Yeah. It's so funny, the AI, and you've said before, your dad, as soon as it reaches a equilibrium, it's not AI anymore. Shishir Mehrotra (00:36:00): Right. Not anymore. Rob Collie (00:36:02): Now though, it seems like it's a funny thing that you built these systems that then figure things out and they seem to be working great but then they can't turn around and explain to you what they're doing. It's not built to explain. It's just built to do. Shishir Mehrotra (00:36:15): It makes some sense how the human brain works. Why did you do that? I don't know. I just did it. And when you're running a business, that's not an acceptable answer. I need to know why did it go that way instead of ... Why did it turn right? I need to know why. So, you end up with this interesting tuning and then you're constantly looking at charts of output, what is going on here? To try to figure out whether it's working the way you want it. Rob Collie (00:36:34): So, while we're on pivot tables for a moment, go back to your story about skippable ads. This is TrueView. Imagine how much better off we would be as a society if pivot tables had originally been named summary tables. Shishir Mehrotra (00:36:50): Oh man. Rob Collie (00:36:51): You know? That one was blown. Shishir Mehrotra (00:36:53): Yeah. Rob Collie (00:36:54): I actually tried to rename it stupidly. I mean, it was too late. It was way too late. And I fought that battle for way too long. It was a fool's errand to try to rename something that had been in the world for that long but what does it mean to pivot data? No one knows. Shishir Mehrotra (00:37:08): It's now the insider's club handshake. Rob Collie (00:37:12): I know. I know. I think we probably lost half of the people who would have used them just in the name. Shishir Mehrotra (00:37:17): It's interesting you say that because the way we do the equivalence in Coda, we don't use the term pivot at all. We call it grouping. We don't even call it a thing. Right? We don't give it a noun name. We give it a verb name. And it just turns out that grouping a table is a very understandable phenomenon. In Coda, our model of grouping doesn't require aggregates also turns out ... And the reason I don't love the word summary is I actually think most commonly what you want to do is you take a set of records and you say, "I've got a bunch of tasks. Let me sort them by in progress and done." And I still want to be able to see the tasks. And one of the things pivot table, I think screwed up, is that you can't see the tasks anymore. The moment you're in that world ... Rob Collie (00:37:55): Yeah. I agree. But given what was built, the pivot table implementation, right? Summary would have been the killer name, right? Shishir Mehrotra (00:38:02): Would have been a much better name. What would you have named VLOOKUP to? Rob Collie (00:38:05): Oh, I don't know. Pivots is still relevant to me, VLOOKUP not as much. No. But like Bill Gates always pressing for the unification of grouping in Excel with pivots. And we were always like, "Hmm, no." And it became a running joke after a while, he'd be like, "To the extent that you guys on Excel ever do anything that I ask you." That would be his preamble to some of the things he would say to us. Shishir Mehrotra (00:38:33): I mean, I would say, nowadays, people use pivot for lots of things, but for our first year for the customer journey, our grouping feature was definitely the top of the list. And, honestly, there's a bunch of people who, like you said, never really understood pivot tables and could never compare the two, like, "Oh, that makes total sense to me. I drew up a table. That makes total sense." Then two, to show aggregates. Rob Collie (00:38:50): The way you zeroed in on noun versus verb, that actually has come up multiple, multiple times on this show. It's one of my things. My new hires, when they'd come to work for me on the Excel team, I would sit them down and say, "Listen, you are not allowed to introduce nouns into this product. If you want a new noun, you've got to come to me. You got to fight me for it. You can verb all you want." That was hard one knowledge. I was a noun guy coming out of computer science school. Computer science people love them some nouns. Entities. Just say the word entity and you get all gooey inside, but no, it's a verb world. Shishir Mehrotra (00:39:26): I make that specific statement, you can ask my team, all the time. You're going to add a new noun, you got to come through me. I mean, on YouTube, it was interesting because YouTube has three primary nouns, video, channel and playlist. And we spent forever ... For a long time video was the only noun that mattered. And it was a big debate over which one matters more, channel or playlist. And I made the team pick. You got to pick one. We picked channel, which is probably obvious. Playlists are these long forgotten feature of YouTube and channels are now a big deal. But that wasn't always true. Channels actually used to be a very small deal on YouTube. If you go back to what I do in 2008, yeah, you would publish a video, it's like, "A channel, whatever." Totally bit my fingers on this channel, but it has nothing else on it. Shishir Mehrotra (00:40:05): And, nowadays, all people care about on YouTube is like, "This is my channel. How many subscribers I have." And the same way with Coda, we've put a lot of energy into as few nouns as possible. We'd use common language for nouns, only brand the ones that you really, really, really want to brand. Because there are very few branded nouns in Coda. There's lots of incentives in product development that lead to it. In a lot of companies, you get promoted on it. Like, "I invented this thing. It's now Power BI. And it's now this pivot thing." And you get a lot of feedback loop because nouns are distinguishable but it doesn't help your customers. Rob Collie (00:40:37): Even the technology under the hood is screaming at you, "Noun me. Noun me." It's like, I've got this really cool data structure here. It's dying to be surfaced in the ... No, no, don't do that. That's not what we do. We do not surface the technology. That's not what we're here for, but it's a powerful instinct. Really powerful. Okay. So, Coda, that's the next chapter. And that's the next place where we crossed paths. So, I actually realized that it was six years ago. I visited you in the Valley six years ago. And the reason I know it was six years ago is because one of the people who was there in the early days with you, the very beginning. Shishir Mehrotra (00:41:18): They're all still here, but yeah. Rob Collie (00:41:19): Okay. Good. So, got the feel that they will be long-timers. Yeah. It was a tight bunch. It was a tight crew. The two of you were joking to them, "Maybe we should go to Burning Man this year." And I was sitting there thinking to myself, I had been invited that year to a friend's bachelor party. He was going to Burning Man. And I didn't even speak up because I was so terrified of going. I wasn't even sure if I was going to go. Shishir Mehrotra (00:41:42): Did you go? Rob Collie (00:41:42): I did. And that was 2015. So, that's how I know. It was also, I think, the first year that the Warriors had blown up down the NBA scene. So, we were sitting and watching the Warriors annihilate people after we talked. So, six years ago, you were pretty deep into this thing that's now called Coda. It was codename something else at the time that I kept getting wrong. Was it Krypton? Shishir Mehrotra (00:42:03): Krypton. That's right. Rob Collie (00:42:05): But I kept calling it Vulcan. Shishir Mehrotra (00:42:08): The team had such a laugh out of that. Rob Collie (00:42:12): I kept forgetting it was Krypton and calling it Vulcan. So, why don't you explain both to me and to our listeners what the original vision was and how and if that's evolved over time. Shishir Mehrotra (00:42:25): By the way that meeting was, hey, super entertaining. Rob came in and described this as Vulcan as been repeated many times in the story. But it also was super informative because you came and gave a bunch of perspective. I think probably one of the most relevant to our last discussion, one of your most interesting observations that stuck with the team was you described this person and you said, "Hey, I can walk into a room and if I ask them just a couple of questions I can split the room into two groups of people very quickly." You used to call it the data gene. And your questions were, do you know what a VLOOKUP is or do you know what a VLOOKUP is? What a pivot table is? Bad for many of the reasons we just talked about, but for the perspective of understanding how humans are evolving and so on, it was actually quite insightful that these people you just can't keep them away. They will eventually figure these things out. Shishir Mehrotra (00:43:11): And if you have that data gene, you will some point in your life intersect with these things and figure out what they are. The Coda founding story, so I was at YouTube and an old friend of mine, [inaudible 00:43:21] Alex DeNeui, now my co-founder at Coda, he and I have known each other for 20 plus years. We went to college together. And he's part of the founding team at Sintrata as well. Interestingly, we've worked every other job together, which is a fun pattern. So, he had started this company that got acquired by Google and he had just quit. And he was starting a new company and he'd come to me and he said, "Hey, my company's not doing that well. I'm thinking about pivoting to do something different. Can you help me brainstorm a new set of ideas?" So, we started brainstorming mostly about what he should do. Shishir Mehrotra (00:43:49): I was still relatively happy at Google, but I had told him, "If you pick something interesting, I'd be happy to invest or advise or help out in some way." Said this long list of ideas and we started brainstorming and at one point, one of us writes this sentence on the whiteboard, what if anyone can build a doc as powerful as an app? And that sentence ended up becoming the rallying cry for what became Krypton and then Coda. It's a very simple statement but it comes out of two primary observations. One is, I think the world runs on docs not apps. That if you go ask any team how they operate, any business, company person, so on, if you ask them how they operate, they'll immediately rattle off all the different packet software they use. "Oh, we use this thing for CRM and this thing for inventory. And we use this thing for pass tracking and so on." Shishir Mehrotra (00:44:32): And then, if you just sit behind them and watch them work for a day, what do they do all day? They're in documents, spreadsheets, presentations, and some communication tool. That's what they live in. And this first observation was one that was very deeply embedded in us because that's how we ran YouTube. I mean, YouTube, amongst other things was born right in the start of the Google Docs generation. I got the YouTube 2008, Google Docs is just coming out and, as I mentioned, we were the forgotten stepchild of Google, so we were allowed to do whatever we wanted but we could get no help in doing it. And so, we decided, for example, we would run our task management goal-setting process. We didn't like how OKRs worked. Shishir Mehrotra (00:45:09): I actually just published a whole paper on this last week. You can take a look. But we didn't like how OKRs worked. We wanted to do a different way. And so, how do we do it? We do in a big spreadsheet? I ran compensation differently at YouTube. I had this philosophy I call level independent compensation and the Google HR team allowed us to do it, but said, "We're building zero software for it." So, we did it in a network of documents and spreadsheets. One of the most fun example is if you hit flag on a YouTube video, for years, a flag on a YouTube video would show up as a row in a spreadsheet [inaudible 00:45:37] the person's desk. That's how we ran all these systems. We used to get made fun of. People are like, "Oh, look at these people. They're duct taping together documents and spreadsheets to run what became a multi-billion dollar division." I used to say like, "I actually think this is our strategic strength." Shishir Mehrotra (00:45:49): I mean, the reason we can plan so nimbly, the reason I can hire whoever I want, the reason we can adjust our flagging and approval system so quickly is because we didn't purchase some big bulky software to do it, we design it ourselves and turned it into something that then actually met our, at the time, current value system. So, this is observation number one, it's the world runs on docs not app, which is, by the way, not obvious to people but I feel fairly strongly about it. The second observation is that those documents surfaces haven't fundamentally changed in almost 50 years. The running joke at the company is that if Austin Powers popped out of his freezing chamber, he wouldn't know what clothes to wear or what music to listen to, but he could work a document, a spreadsheet, and a presentation just as well as anybody else could. Because everything we're looking at is metaphors that were created by the same people who created WordStar, Harvard Graphics and VisiCalc. Shishir Mehrotra (00:46:39): And we still have almost the exact same metaphor, which just seems crazy to me. In that same period of time, every other piece of software stack is totally different. An operating system from the '70s versus Android and iOS is unrecognizable. Databases, which we thought were pretty fundamental are completely different than they used to be. Things like search engine, social networks, none of these things even existed and yet the way that slide decks are put together, the way you navigate the spreadsheet grid and the way you think about pages and document is exactly the same as it was in the 1970s. Shishir Mehrotra (00:47:10): So, you take the two observations, you stick them together and you say, "Hey, we [inaudible 00:47:13] runs on these docs, not applications." And those surfaces haven't changed in almost 50 years. Something's broken. What if we started from scratch and built an entirely new type of doc based on this observation that what we are actually doing with our docs is a lot closer to what we're doing with applications than not? That was the thesis we started with. I got personally obsessed with it. I couldn't stop thinking about it. And this went from, hey, let me invest, let me help, to I quit Google and went and started but at the time with Krypton and then eventually became Coda. Rob Collie (00:47:44): I'm sure he recruited you at some point by saying, "How about you just come run this small team over here?" Shishir Mehrotra (00:47:48): Yeah. Exactly. Exactly. That's right. Rob Collie (00:47:51): Those are the magic words. Shishir Mehrotra (00:47:52): We won't pay you at all. That's the ... Rob Collie (00:47:54): Something silly that occurred to me is that your Austin Powers metaphor might even be more accurate than you realize. We are now farther away, in terms of time, from the premiere of that '70s show, than that '70s show was from the time it represented. Shishir Mehrotra (00:48:09): I like that. Yeah. Rob Collie (00:48:11): It's crazy. We passed that point six months ago. So, when did Austin Powers the first one come out? Sometime in the '90s? Shishir Mehrotra (00:48:17): Yeah. Rob Collie (00:48:18): Right? And it represented a time probably 35 years before it? Probably 1964, maybe 1999. Right? Shishir Mehrotra (00:48:25): Yeah. Rob Collie (00:48:25): So, we're almost reaching the point where we're close to the Austin Powers movie as Austin Powers was to the time. So, clearly, if we rewind 35 years, we are what? We're in the '80s, right? Shishir Mehrotra (00:48:35): Yeah. Rob Collie (00:48:36): You're right our documents basically look like that. Shishir Mehrotra (00:48:39): Yeah. You and I can probably geek out on this. And I get asked a lot about why did that happen? Lots of industries saw a change. And the database industry is a great example, you wouldn't expect the database industry to change that much. Codd wrote his book in the 1970s that's still the book that every database engineer you can find will have the book up on the shelf for Codd's relational databases, and yet things like OLAP came out and cubes and it turned into a Power BI. I think what happened in the document industry ... Well, two things. Shishir Mehrotra (00:49:05): One, every company that wanted to innovate in that space was a platform company whose primary interest was evangelizing a platform. Microsoft didn't really want to displace Lotus and so on with a new thing, they just wanted people to use Windows. It was very important that it actually be backwards compatible with everything at Soft. The other thing that happened is we live through what I think of as a period where we're beholden to file format. And so, one of my favorite examples is Steve Jobs and Apple. I've met a bunch of people that worked on the early iWork suite. And the iWork suite, Jobs came in with a bunch of new ideas. He's like, "This is dumb. We shouldn't have a spreadsheet that's one big universal grid. We should have a bunch of separate grids that are actually a little closer to tables." Shishir Mehrotra (00:49:45): And so, that's how numbers worked, actually, it's not actually one universal grid, it's a bunch of separate ones. And the way he did it with pages was a little bit different. And then, Keynote, which is probably the most popular of the three is actually different from PowerPoint in those really critical ways and none of the three took off. And why didn't they take off? I mean, Jobs was pretty smart and [inaudible 00:50:02] were pretty good. I think it was really simple reason. If I build something in numbers and then I want to send it to you, I have to assume that you have a copy of numbers and that you run on a Mac and that's not a safe assumption. It hasn't really been a safe assumption for a long time. And then, Google Docs came out. Rob Collie (00:50:16): Which, by the way, is fundamentally what YouTube did for video. Right? Shishir Mehrotra (00:50:19): That's right. Rob Collie (00:50:19): I had all these delivery ... Shishir Mehrotra (00:50:21): Plugin. Rob Collie (00:50:21): ... And Coda and pl ... I couldn't send you a video, trust that you'd be able to watch it. Shishir Mehrotra (00:50:27): And assume you could play. That's right. That's right. I mean, in that case, it was hard to send the videos because- Rob Collie (00:50:32): Yeah. There was a file size problem and there was also a software c

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S2E3 - Dads in Hospitality feat. Feras Ahmad, Mike Hewitt, & Ben Kershaw

Perspectives by Preshift

Play Episode Listen Later Apr 6, 2021 37:19

In this episode, we chat with Dads who work in hospitality to understand the challenges they face while working in the industry and the ideas they have on how we can do better. Are you a Dad who has worked in hospitality? We are keen to hear from more Fathers from a range of different backgrounds and circumstances. If you'd like to share your story with permission for us to discuss it anonymously on this channel or elsewhere. You can submit your story to welcome@wearepreshift.com with the Subject Line: Perspectives Dad StoryABOUT FERAS- Operations ManagerFeras is a guest-centric rooms division professional, emerging from luxury hotels and resorts such as Rosewood Hotels & Resorts, Accor, and Hyatt in the Middle East and Sydney, Australia.As the real deal, he has always been a strong leader for all sectors of the Rooms Division portfolio, including Front Desk, Concierge, Porte Cochère, Valet Parking, Executive Club Lounge, Butler, Duty Management, Emergency Response, Housekeeping, and Engineering.Find him at - linkedin.com/in/feras-ahmad-69430670ABOUT MIKE - CEO/Founder one haus hospitality recruiting and green haus cannabis recruiting Mike Hewitt has over twenty-five years of experience in the hospitality industry, ranging from operations, brand development, human resources, building and scaling small companies, consulting, and recruiting. Mike's approach to recruiting focuses on assessing company culture and honing in on a particular candidates' specific skill set to make the right match. Mike is the host of RECRUIT.RETAIN.RELAX radio show on Heritage Radio Network. He has a postgraduate degree in Hotel & Restaurant Management from the Ecole Hoteliere de Lausanne. Find him on IG @onehausABOUT BEN - Hotel Operations SpecialistAn accomplished hotelier, Ben has more than 15 years of experience across luxury and lifestyle brands including senior management positions. His management style is very hands-on and approachable, with a keen eye for recruiting and developing talent. Anyone who has met Ben can attest that he puts his heart and soul into any project he touches.Find him at benkershaw.com & linkedin.com/in/kershawben/ We advocate for regenerative hospitality. Learn more about PRESHIFT at linktr.ee/wearepreshiftUse the code: PRESHIFT to get 5% off nRhythm's offerings:https://www.nrhythm.co/regenerative-fitness-challengehttps://www.nrhythm.co/onlinecourse_foundationshttps://www.nrhythm.co/regenerative-design-lab

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A Gold Rush with Mike Hewitt

The Cave Boat

Play Episode Listen Later Mar 24, 2021 25:00

Greetings Listeners! Mike Hewitt from from CalDorado Group hopped aboard for a quick excursion out on the high seas, hence the episode title "Gold Rush". *grin* The CalDorado Group is a strategic advisory group focused on Information Technology initiatives within the state of California. Based in Sacramento, Ca., the CalDorado Group was formed in 2006 with the goal of helping Information Technology companies achieve their strategic business goals in the State of California Public Sector marketplace. With over 25 years of public sector experience, the CalDorado Group assists their clients with Strategic Marketing and Business Development activities as they relate to doing business with the State of California. While it was a fairly quick voyage, Mike still managed to offer up some "solid gold" advice for vendor looking to do business with the state. Mike has quite an interesting, yet necessary job as a mentor, coach and guide to new vendors that don't know the state landscape. This short trip is worth checking out. Have a listen! Ain't nothing finer than a 49er...haha! This Captain sure has a way with words! LOL See you on the high seas, Captain Caveman --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/michael-cave/message Support this podcast: https://anchor.fm/michael-cave/support

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Virtual Depositions in a Time of Social Distancing

Reinventing Professionals

Play Episode Listen Later May 6, 2020 9:41

I spoke with Mike Hewitt, the CEO of vTestify, which provides virtual deposition software and services. We discussed how vTestify differs from Zoom, the role of remote hearings and depositions as social distancing restrictions are eased, and how litigation is evolving.

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Please note: This episode of Strong Language & Violent Scenes Podcast was recorded live at The Admiral Bar in Glasgow on on March 5th 2020. Please forgive any audible plosives, sound issues or whatever. Also, there was a screen so several of the jokes might not land as well as they would have, had you been there. Check out our social media for some of the slides. That said, please enjoy Episode 93: Godzilla! Episode 93 sees Andy, Mitch and returning guest, Death Of A Vlogger director Graham Hughes, invite YOU to join them for a discussion on all things Godzilla 1998! Additional thanks to the staff of The Admiral Glasgow, to Frightfest for their promotion and support, to Mike Hewitt and Louise Buckler at Arrow Video for the goodies and lastly, to the amazing audience, without whom, there wouldn't be a show! The synopsis is as follows: During a nuclear test, the French government inadvertently mutates a lizard nest; years later, a giant lizard makes its way to New York City. Dr. Niko Tatopoulos, an expert on the effects of radiation on animals, is sent by the U.S. government to study the beast. When the creature, dubbed "Godzilla" by news outlets, emerges, a massive battle with the military begins. To make matters worse, Niko discovers that Godzilla has laid a nest of 200 eggs, which are ready to hatch. Please note that this podcast contains strong language and EXTREMELY Scottish accents. (I'm not kidding, here) Remember, you can keep up to date with our news by following us via the usual social media outlets: Facebook Twitter Instagram Plus you can drop us an email to stronglanguageviolentscenes@gmail.com. OR check out our WEBSITE! Strong Language & Violent Scenes theme by Mitch Bain. Intro tape and edit by Andy Stewart. Live A/V by Michael Park of Be Quiet Media. Photography by Panda Also, we love what we are doing and the response so far has been wonderful so if you enjoy what we do and want to help us continue to do it and help us to grow, then please consider sending us a few pounds via Paypal to stronglanguageviolentscenes@gmail.com! There is no lower or upper limit and every bit helps.

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Episode 8: Females in Hospitality

Heritage Radio Network On Tour

Play Episode Listen Later Nov 13, 2019 53:44

Hosts Mike Hewitt and Sarah Diehl discuss leadership, inclusion and the changing face of hospitality with three women making waves - Camille Becerra, Chef, Aleta Maxwell, Chief HR Officer of Dos Toros Taqueria, and Annie Shi, Owner of King Restaurant. Recruit Retain Relax is powered by Simplecast.

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Brad Mayer of Precept Wine at Feast Portland 2019

Play Episode Listen Later Sep 20, 2019 21:28

Brad Mayer is the Senior Vice President of Marketing for Precept Wine, the largest privately held wine producer in the Pacific West. Listen in as he and Mike Hewitt, host of Recruit. Retain. Relax., sip some delicious wine, and discuss some of the company’s exciting new ventures.HRN On Tour is powered by Simplecast.

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Kwame Onwuachi, author of Notes from a Young Black Chef, at Feast Portland 2019

Heritage Radio Network On Tour

Play Episode Listen Later Sep 19, 2019 15:58

Acclaimed DC chef Kwame Onwuachi is the author of the acclaimed memoir Notes from a Young Black Chef and a former Top Chef contestant. He sits down with HRN’s Hannah Fordin and Mike Hewitt, host of Recruit. Retain. Relax., to talk about the evolution of his career and the ins and outs of running Kath and Kin, his popular Afro-Caribbean restaurant. HRN On Tour is powered by Simplecast.

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Episode 7: Open For Business

Play Episode Listen Later May 22, 2019 49:30

Discussing the ins and outs of pre-opening staffing with two multi unit pros, Hiro Nishida of Plan DO See USA and Kristin Vincent of Sel Rrose Recruit. Retain. Relax. is powered by Simplecast.

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047 - Arrow Insiders 1 - Mike Hewitt

Arrow Video Podcast

Play Episode Listen Later Apr 14, 2019 62:00

As Sam takes a short break, a new sub-series of Arrow Insiders begins as Dan sits down with the Head of Marketing (and editor of the podcast) of Arrow Films, Mike Hewitt to chat about finding and acquiring new genre films and how Arrow looks at marketing their release. Dan and Mike also discuss film recommendations such as GOOD VIBRATIONS and BAD NEWS, plus recent films such as FREE SOLO and RETURN TO RETURN TO NUKE'EM HIGH. Email the Arrow Video Podcast team for any comments, suggestions or questions at arrowvideopodcast@arrowfilms.co.uk

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Episode 6: British Invasion

Strong Language & Violent Scenes Podcast

Play Episode Listen Later Mar 20, 2019 40:55

Mike and Sarah dissect the main differences between the US and the UK recruitment and retention landscape with our stellar British guests. Recruit. Retain. Relax. is powered by Simplecast.

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44: LIVE: Sleepaway Camp (w/ John McPhail)

Play Episode Listen Later Mar 14, 2019 85:30

Please note: This episode of Strong Language & Violent Scenes Podcast was recorded live at McPhabbs Glasgow on February 28th, 2019. Please forgive any audible plosives, sound issues or whatever. Also, there was a screen so several of the jokes might not land as well as they would have, had you been there. Check out our social media for some of the slides. That said, please enjoy Episode 44: In Defence of Sleepaway Camp! Episode 44 sees Andy, Mitch and returning guest, Anna & The Apocalypse director John McPhail, invite YOU to join them at Camp Arawak for the summer (well, 90 mins) for a discussion on all things SLEEPAWAY CAMP! The synopsis is as follows: After a horrible boating accident kills her family, Angela, a shy and sullen young girl, moves in with her eccentric aunt Martha, alongside her protective cousin Ricky. One summer, Martha sends the kids to Camp Arawak. Soon after their arrival, a series of bizarre and increasingly violent accidents begins to claim the lives of various campers. Who is the twisted individual behind these murders? The disclosure of the murderer's identity is one of the most shocking climaxes in the history of American cinema. Please note that this podcast contains strong language and EXTREMELY Scottish accents. (I'm not kidding, here) Remember, you can keep up to date with our news by following us via the usual social media outlets: Facebook Twitter Instagram Plus you can drop us an email to stronglanguageviolentscenes@gmail.com. Strong Language & Violent Scenes theme by Mitch Bain. Intro tape and edit by Andy Stewart. Live A/V by Michael Park of Be Quiet Media. Additional thanks to the staff of McPhabbs Glasgow, to Paul McEvoy and Greg Day from Frightfest for their promotion and support, to Mike Hewitt and Louise Buckler at Arrow Video for the goodies and the last minute Lords of Chaos posters and lastly, to the amazing audience (pictured below, wearing their very fetching "Officer Frank" official branded mustaches), without whom, there wouldn't be a show! Also, we love what we are doing and the response so far has been wonderful so if you enjoy what we do and want to help us continue to do it and help us to grow, then please consider sending us a few pounds via Paypal to stronglanguageviolentscenes@gmail.com! There is no lower or upper limit and every bit helps.

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Episode 5: Train to Retain

Play Episode Listen Later Nov 13, 2018 39:59

Hosts Mike Hewitt and Sarah Diehl welcome Rick DeMarco, COO of cult SOHO street cart turned multi-unit darling Calexico, and Kate Edwards, service expert, executive coach, and founder of hospitality consultancy Kate Edwards & Company. The discussion: The why, who and how of effective hospitality training. Recruit. Retain. Relax. is powered by Simplecast.

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Episode 4: Staying Power

Play Episode Listen Later Sep 11, 2018 43:09

On this show, hosts Mike Hewitt and Sarah Diehl welcome Suzanne Dumaine, founder of the much-anticipated Three Owls Market, and Beatrice Stein, hospitality operations consultant. The discussion: Common employer pitfalls, and how to proactively build a team with staying power. Recruit. Retain. Relax. is powered by Simplecast

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Episode 3: Keep It Real

Sports Photography Philosophy Podcast

Play Episode Listen Later May 15, 2018 50:07

On this show, guests Lee Jacobs of legal practice Helbraun & Levy, and Dina Friedel, hospitality HR and operations expert, discuss keeping culture in the forefront in the midst of the industry's turbulent legal climate. Recruit. Retain. Relax. is powered by Simplecast

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Europa League Final Stockholm 2017 on Sports Photography Philosophy Podcast

Play Episode Listen Later Mar 31, 2018 21:17

Todays show is nice short one with just a few recordings from my experience working at the friends arena in Stockholm at the 2017 Europa League Final. As usual, I mention remotes, how colleagues Julian Finney and Mike Hewitt got on and even some delightful comments from my great friend Alex Grimm. Nothing more to add or the intro will be longer than the show, I hope you enjoy my ramblings in the, Sports Photography Philosophy Podcast! Here are some links for feedback. I love Sports Photography....Enjoy! My site: www.allsportsnapper.com or on Twitter @allsportsnapper and #AllSportSnapper on Instagram

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Episode 2: Respect Breeds Retention

Play Episode Listen Later Jan 29, 2018 53:41

Hosts Mike Hewitt and Sarah Diehl welcome Elvira Ryder, HR Director extraordinaire, and Andrew Rigie, Executive Director of the New York City Hospitality Alliance, and discuss the rising minimum wage, and equality and empowerment in the hospitality workplace. Recruit, Retain, Relax is powered by Simplecast

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Episode 1: The Three Rs

Play Episode Listen Later Nov 3, 2017 47:24

On this show, hosts Mike Hewitt and Sarah Diehl welcome guests Michael Wetherbee of Brooklyn's Alta Calidad and Jonathan Moldenhauer, HR Director of Major Food Group. The discussion: Recruitment, retention and relaxation, and what works within the world of hospitality. Recruit. Retain. Relax. is powered by Simplecast

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Trailer: Recruit. Retain. Relax.

Play Episode Listen Later Oct 31, 2017 0:34

trailer for Recruit. Retain. Relax., a new podcast series from the Heritage Radio Network

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Ep. 050 - What I Learned From CEO's

My Food Job Rocks!

Play Episode Listen Later Mar 1, 2017 33:01

Key Takeaways How leaders use family as a support network How to not only innovate, but how to introduce new ideas Should you incubate or join a mastermind if you choose to start on your own? Other Links Pina Romolo, CEO from Pico La Cucina Rohini Dey, Founder from Vermillion Naz Athina Kallel, CEO from Save Good Food Crystal MacKay, CEO from Farm and Food Care Lisa Tse, CEO from Sweet Mandarin Mike Hewitt, CEO from One Haus Raf Peeters, CEO from Qcify Ali Bouzari, CSO from Pilot R+D Dr. Howard Moskowitz from Mind Genomics Terra Chips Dang Foods Taco Bell Fancy Food Show Expo West Foodgrads Peas On Moss Transcript The last ten episodes had a bunch of startups and businesses that are not only innovative, but also are down to earth and realistic. It was amazing to talk to the owners! In this context, we’ll refer any owner, and founder as a CEO, though sometimes this isn’t the case. What I loved about learning from the CEOs was that these people were in a stage where they made something profitable but can also tell us the tangible tips needed to succeed in the food industry. This episode will take a lot of excerpts from past episodes, such as Pina Romolo, from Picco La Cucina and Rohini Dey from Vermillion as they have also created businesses from the ground up. The last ten episodes brought on a great amount of guests including Naz Athina Kallel from Save Good Food, Crystal MacKay from Farm and Food Care, Lisa Tse from Sweet Mandarin, Mike Hewitt from One Haus and Raf from Qcify. Within these interviews, we see a common thread that hopefully you can dissect in terms of starting something… and executing something. The word CEO, is fancy and powerful. Those that hold the title know that theya re the ones with the final say in anything that goes. Any initiative they bring will override any other opinion. Being the Chief requires a special type of person. A person obsessed with science might actually not make a good CEO. Take for example both Dr. Howard Moskowitz and Ali Bouzari. Both are Chief Science Officers and rely on a CEO with a different skill set. Ali Bouzari’s story on pilot R+D’s role describes this well. A team of three creative food professionals had hired Dana Peck to run their finances. Once they realized how essential she was on the team, they made her CEO. She was CEO because she knew much more about finance, a which is the blood that runs companies, and that her business experience trumped all three of her partners. Her experience with mergers and acquisitions in her past life brought a point that she could get clients and manage them well. So it’s very important for a CEO to generate money and be a champion of what their company stands for. I think in most situations, a CEO is designed to generate money needed to fund the other arms and legs in the department. Anyways, I have about 6 core topics that I found beneficial from interviewing these guests and the idea is to distill the information well enough where you can be innovative, supportive, and efficient. Let’s begin Family Matters Both Pina and Lisa are in family companies. Pina has her mother do the R and D work, and Lisa collaborates with her sisters. From their interview, you can tell that they are big picture, and that they are risk takers. All of the founders we’ve interviewed are. Though I don’t want to be biased, being younger, more ambitious, and the most adaptable in your family seems to be the best indicator of being considered a CEO. Some people like the spotlight, or rather, are willing to sacrifice being in the spotlight. Another side of the coin is Mike Hewitt, who wanted to start his own business because he wanted to spend more time with his family. The chef is life is hard, with 12 hour days and minimum pay, Mike had to decide to change jobs. They say that an entrepreneur has to sacrifice working 40 hours a day to work 80. But most people who work those hours have their family supporting them, which I think is vital for success. Whther you work with family or for family, a support network is necessary to succeed. We drive into this a little bit further down, but I want to state it now. The people who you care about are probably your first customers. And like all businesses, it’s important to make your customers happy Challenging Unfamiliar Concepts and Trends Naz and Rohini both made concepts that were risky. Naz found opportunity in ugly fruit and Rohini decided to take on ethnic indian cuisine. Both, however, added their own little twist. Naz combined ugly food with technology and created an amazing app that allows her to pick up ugly food and Rohini decided to add a fine dining element to Indian cusine to make Vermillion a hit. Something I’ve noticed during a lot of lectures on innovation is a specific formula that is quite common. Combining a new concept with an old one and creating a new yet familiar concept. This has been the best way to introduce something really new and pairing it with something old. A big example of something new with something old is an example I gave about an article about the Fancy Food show. Terra Chips, who make specialty vegetable chips. I was fortunate to listen to the Financial officer speak and their story was interesting. Two chefs were working under this superstar chef at a restaurant and the chef started deep frying things like lotus root and putting them on top. Everyone raved about them. However, the two chefs could never be as good as the superstar chef so he started to be better at something else. They took off and decided to start frying vegetables like lotus root on their own. Soon it became things like orange sweet potatoes, purple potatoes, taro, etc. They started with a bicycle, then an ice cream truck, then finally got a distributor going. Terra Chips uses the unfamiliar concept of fried root vegetables but sine they serve it in a familiar chip bag Here’s a twist on it: I was listening to the snacking innovation summit the other day and Dang foods was speaking. He was saying it was thanks to Whole Foods white labeled coconut chips that they were able to be successful. An old entity introduced a new concept and people realized that these coconut chips were there the whole time. The most important thing to know is that not everyone will like your innovative concept, but there are people who love those things. As many of our CEO guests have said, follow your audience. From Novice to Expert and when to split The basis of any consulting business is to be an expert in your field that is so good, people will pay you directly for your services. Can the same be said for starting your own business? From what I’ve been researching, it depends. From who I talked to, most businesses are born out of passion or born out of solving a problem. So based on our guests, about 3 guests who started their business out of passion are people like Pina, Rohini, Lisa, and Naz Rohini started with a high paying job in the business consultant industry but she found a gap in Indian cuisine. Because she absolutely loved food, she decided to dive in and conquer the ethnic up-scale dining scene. Lisa and her sister sold their houses to continue on their family restaurant and took it to the next level. Though they might have had some restaurant experience as children, they took it to the enxt level as adults with a sauce line and cookbook. Sometimes other types of experiences can work. And Naz’ story is amazing. She started her business after her bout with cancer. Absolutely amazing. She has embraced technology and is solving our food waste problem. The other 3 guests I want to analyze are people who started something because they could do it better, and that would be Mike Hewitt, Raf Peeters, and Crystal Mackay. These people have actually experience in their field and have used their network to leverage their business. Mike Hewitt created One Haus with about two years of Human Resource experience. Maybe that’s all you need. However, Mike’s previous experience in the hospitality and restaurant industry gave hi the ability to make One Haus unique. Raf Peeters has said that Qcify is created based on a need in the market place, but his decade of experience in optics electronics has helped him build a stable and profitable business. Crystal Mackay has been an educator all her life and from pigs to pretty kuch the whole Canadian food industry, she’s the best at telling stories. I guess what I’m saying is that, does experience matter? I guess not. I think (as Raf has said), passion matters. You can start something any time you want if you have decades of experience, or none at all. Innovate! I’ve written a couple articles about this on linkedin. All CEOs are innovative, either rn product, or process. It’s extremely important to develop this type of mindset as this will not only help you make great products, but also help you develop a mindset to create new products, or let me try and say it in a way you should think of it…. To develop a mindset to solve problems. Learn How to Look for Solutions Every day it seems like there are problems. Every second something happens at the white house, there are a bunch of problems. Though those are problems that are a bit harder to solve, it’s important to think of ways to fix them. Just imagine, nothing else. Write it down. Now more than ever, social media shows us so many things wrong with the world. If we just thought of solutions, it would make the world a better place, right? Ugly food has been a creeping problem recently. Funny enough, we discussed it about 3 years ago in food science class and now we see people doing something about it. Naz was able to see the problem, and not only think of a solution (giving technology for farmers to tell her to pick up excess produce) but also build a business out of it! I started the podcast the same way. Nicole from Foodgrads wrote an article about a problem, I thought of a solution to use a podcast to interview people about their jobs. It was an idea I was floating around and once I saw that someone else had a problem, I gave her a solution. People who can analyze problems and figure out solutions are so valuable and those that execute are worth their weight in gold. So I leave you with a challenge that every time something on the news makes you mad, sit down and write how you would solve it. Be on the Cutting Edge Naz mentions “uberification” to gather her ugly fruit around San Diego. Uber is technically a cutting edge industry and anyone who hops on the trend to empower people to share their assets. Podcasts are also cutting edge technically. A lot of big advertisers are looking into podcasts because they’ve noticed the podcast model makes the consumer trust the brand more. So how can you be on the “cutting edge”? Expos like the Fancy Food Show help, even farmers markets, but also articles like foodbeast and Food Dive show amazing food trends no one has ever heard of. This is hard to realize, but if you are an expert at something, you might actually be on the cutting edge! 99% of the world’s population is probably not as smart as you are in a specific subject. If I were to boil down my experiences, am I on the cutting edge of my industry? I focus a lot of my time on food. My facebook is full of it, I go eat at trendy restaurants for fun, I work at a private company (more on this below) that does a billion/year so they have innovation to burn, I’m networked with amazing professionals and I always ask my friends “what new technologies are really exciting you right now?” This is not to brag, but I put a lot of time into food, and to be on the cutting edge, it does take commitment. CEOs are experts int heir field, and theya re also the tip of the spear when it comes to making innovative postions. In factm I would say the best part about being the head of a company is that you can direct innovation in a way that you want to do. However, it’s very important to realize is that you aren’t the one driving the decisions, it’s your customers. Make Little Bets If you read any self-help, startup book, this is a common thread. The point of making little bets is that you have to actually do something for you to be truly innovative. Yes, to actually become the definition of innovative, you actually have to start something! This might sound scary, but it gets easier the more times you do it. Not only does making little bets make you more creative, but it builds up your confidence and thought process where you can execute great ideas over and over again. I’ll talk about an example. In the past, I was in a group of product developers. We conceptualize new products. Before, there was old management who would shoot down every possibility because in theory, it sounded dumb, or other political BS. But once we started actually making the product and then doing a sensory test of 20 people, people started to change their minds Another example I give is from small projects. People are usually overwhelmed with huge goals. For example, starting your own Tech Company, or grocery store, or national soda brand. They think they have to start with a million dollars in capital to succeed. Not really. It takes maybe $500 dollars to make a product, create a label, and start a farmer’s market stand. Good luck! Should you incubate? Naz is the only person I’ve intereviewed who went though an incubator. Does that mean you should? A common theme I’ve seen through these leaders is that they have mentors and likeminded people surrounding them. Incubation is a great tool when it comes to networking but from what I’ve researched, it isn’t 100% necessary. In fact, most businesses that are sorted out are more or less focused on at least having a mentor or 5 and a support network of friends. Mentors seem to be a vital resource to succeed in life and I’ve had guests on the podcast who are not business owners praise their mentors. I’ve had a decent amount of mentors, some I’ve paid and some that I’ve earned. Some failed in their ventures, and some say they haven’t failed. Mentors are hard to choose from, and like any relationship, it might take a while for the relationship to click. You have to be in constant contact with each other, and in most situations, YOU have to be the one to take initiative to contact them. My advice to finding mentors? You can join start up incubators as a guarantee, but I feel like working hard and publicizing your work is the best way to bring attraction. Not only in side projects like this one, but also in your career. Sometimes a mentor isn’t necessarily set as a title, but rather the way you communicate. I have weekly office meetings with the Chief Science Officer, he makes room for these meetings because he likes to see me grow. When we talk, he talks about his experiences in the past on how to deal with people, or how he talks about not only the best way to solve the problem, but also why it’s the best way. The way him and I interact, where he is passing down knowledge to me, and I am receiving and executing. That is mentorship. A support network is also important. And an incubator can give it to you because there are people in the same boat as you. Some people throw around the world mastermind, which I fell in love with the idea at first, but then I realized they kind of suck. I think if set correctly, they can be a huge asset, but I’ve noticed they are only for MLMs and dreamers. Especially for starting something new, goals are really really hard. Accountability is extremely necessary, but surprisingly, you only really need one person. The most effective way to have a support network is constant yet separate contact with people who love what you do. I’ve found tis to work in the podcast when making certain decisions. I am in constant contact with Nicole Gallace from food grads, Kim Schaub from peas on moss, Katie Lanfranki, and others when it comes to making decisions. I call them, ask for advice, and take it to heart, and execute. They do the same. What I’m getting at in most cases, it just takes one person to help you get motivated and help you with decisions. 3 is way too many. So finally, is incubation a good thing? You don’t need it, but you also don’t need to buy a $100 dollar outdoor fireplace, you can build one yourself. If getting the resources for a mentor and support network is too time consuming, then an incubator is a very good option, The Food Industry is more than being a chef. After 50 episodes ranging from chefs, product development, food authors, consultants, engineers and recruiters, I can safely say that the food industry is much more than restaurants. Mike really hits this home in his interview. You don’t have to play with food to be part of the food industry. All you have to do is contribute to feeding people. Though we do have the CEOs who have restaurant businesses here, who’d ever thing you can be like Raf and combine technology and quality control! You can be a manager of a liquor store, or hustling people to buy wheat protein as a broker. If you love actually being involved in quote: feeling the food, that you can get a stable job and become a research chef, or you can be a food scientist. The food industry has so many different opportunities because as we’ve heard before, everyone has to eat. And you can be just one piece of the puzzle for feeding the world. Whether you help the big companies or carve your own path.

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Ep. 048 - From Chef to Recruiting Chefs with Mike Hewitt, CEO of One Haus

My Food Job Rocks!

Play Episode Listen Later Feb 22, 2017 32:12

I had the opportunity to talk to the amazing Mike Hewitt who runs his own chef recruiting agency. They are Hospitality Recruiters specializing in dining room, culinary and corporate salaried positions. Mike’s background is kind of cool. He’s worked in the family restaurant, went to culinary school in Switzerland, then moved to the United States for a restaurant job. He then started his own restaurant and then went over to… Human Resources? He does this for a very valid reason, to take care of his growing family, and that’s something I hope you take away from this episode. Mike still loves food, you can definitely tell. But now he is helping the food industry in a different way by connecting talented people to each other. His company One Haus is unique as he recruits recruiters that have a strong operational restaurant background so his employees used to work in restaurants. This allows his works to find quality people because they just know what it takes. Other than this, you’ll leanr a couple of really cool recruiting technologies and the best festivals to go to for … recruiting I really enjoyed this episode, Mike is an awesome guy and I loved the straightforward advice he gives on how to get a job. If you enjoyed this episode, please, sign up on our email list at myfoodjobrocks.com, like us on facebook, rate and review on itunes, and share with your friends. If you show interest in being interviewed, know someone who would be a great interviewer, or would like to join our team of volunteers, make sure to email us at podcast@myfoodjobrocks.com. About Mike Hewitt Principal & Headhunter Mike Hewitt has over twenty years of experience in the hospitality industry, ranging from operations, brand development, human resources, consulting and recruiting . With this extensive insight ranging from fine dining to fast casual, large restaurant groups to single mom & pop operations, Mike brings a deep understanding of operator needs, having been there once himself. Mike’s approach to recruiting focuses on assessing company culture and honing in on a particular candidates’ specific skill set to make the match. He has a post graduate degree in Hotel & Restaurant Management from the Ecole Hoteliere de Lausanne. Key Takeaways How Mike went from a family restaurant to being CEO of a recruiting company The key moment on why Mike switched to the recruiting industries Why Linkedin Rocks Question Summary How do you get clients?: Network, referrals, returning back Elevator Pitch: We are connectors, connectors for long term success Describe the steps it took to get to where you are today: Parents had a restaurant in Spain, Culinary School at Ecole hoteiere de Lausanne in Switzerland, hired into the United States, Started his own restaurant, then HR Director, then started his own company. Why did you target hospitality?: It’s what I know. We hire operators and turn them into recruiters. (Operators: Chefs, managers, etc) Moment Mike wanted to do recruiting: looking at his 4 month old baby and say “why haven’t I seen this baby in 4 months?” My Food Job Rocks: It’s the variety. I get to work with so many different industries Food Trends and Technologies: Embrace technology. Use technology to connect the dots! Spark hire - One-Way Video Technology Linkedin – a more passive way for communication Sometimes you have to track them for as long as 4 years to make a recruitment sale What makes a good candidate?: An honest candidate, knows exactly what they want, and can do a good job Listen first, then speak. It’ll be easier to find them a job Biggest challenge the food industry needs to face?: Commitment level. They are in it just for the fun and games Glamorization of Chefs: It’s good for my industry, But it’s all about how to do a job What’s one thing in the food industry you’d like to know more about: What the new trends are. Best way is to go to educational sessions and talks Recommended Festivals and Conferences: Choose depending on your goal: Awareness is key. Biggest exposure. For example: Miami Wine and Food Festival, Charleston Asten, Palm Beach, people who would hire us as a recruiting agency Who inspired you to get into food?: My mother, culinary school. Favorite Kitchen item: My vitamix Favorite Food: Guacamole… Guamanian dish, ground lemon chicken dish How would you start your own business?: If you love food, you don’t have to be a chef What’s next?: Farm to Turn Table How does your company like to be contacted?: linkedin; one-haus.com Other Links PNLs Budgets Labor Cost Describe the steps to get to the restaurant business: Guamanian Dish Island Style – Poke The one Poke restaurant in Arizona

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Episode 12: Recruiting with Mike Hewitt

All in the Industry ®️

Play Episode Listen Later Mar 26, 2014 41:22

Need to revamp your staff – or hire for a new restuarant? Mike Hewitt is your guy. Mike is the Chief Recruiting Officer at The Chef Agency, a Hospitality Recruitment and Placement Agency. The Chef Agency assists Hotel + Food and Beverage operators across the globe in identifying and selecting acclaimed executive, mid-level chefs and talented upper-level executives to create leading operations with trusted and valued employees. Tune in and learn about the ins and outs of the recruitment industry! This program was sponsored by Rolling Press. “It’s really about listening to the candidate and looking at their history. When you understand their history, it’s easier for you to foresee their future.” [18:00] –Mike Hewitt on All in the Industry

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Bullshitting About Game Shit Ep 3: Morality Systems

Play Episode Listen Later Jan 7, 2014

This time, Eric Lee Lewis, John Burkel, Mike Hewitt, and Greg Livingston discuss morality in video games... and other stuff.

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Episode 22 - SteamOS, Our Hopes and Fears

Play Episode Listen Later Oct 1, 2013

SteamOS was just announced last week, alongside Machines and a new Controller. Many details are still vague, so Greg Livingston sits down with Spiderduck writer Mike Hewitt and special guest Fox to discuss the prospects of Valve's latest move.

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Episode 18 - Divine Dragons and Eric's Second Life

Play Episode Listen Later Aug 6, 2013 165:00

In Episode 18 you can listen to Trevor Osz, Eric Lee Lewis, Greg Livingston, Mike Hewitt, and Tim Smith talk about the games they've been playing including Pikmin 3, Race The Sun, Divinity: Dragon Commander, Rise of the Triad, Mercenary Kings, and more! They also delve into the deep seedy underbelly of Eric's Second Life experiences as well as the best game of the generation. This is a massive three hours of videogames at their finest!

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Episode 17 - Games That Defined A Genre

Play Episode Listen Later Aug 3, 2013 134:41

Join Trevor Osz, Tim Smith, Eric Lee Lewis, Mike Hewitt, Greg Livingston, and Jovan St. Lawrence as they talk about game that defined their respective genres. Debates get heated in what we want to call the "Resident Evil" incident. Will cool heads prevail? Listen and find out!

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Episode 12 - Return of the Jedi?

Play Episode Listen Later Jun 25, 2013 148:00

Welcome everyone to our new weekly podcast where we bring back original Spiderducker Tim Smith along with Trevor Osz, Greg Livingston, Jovan St. Lawrence, and Mike Hewitt! We talk about the joys of Baldur's Gate and Bioware, Company of Heroes 2, Super Luigi U, Nintendo's 3DS offerings, The Last Of Us, and much much more!

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Spiderduck Network Nintendo and More of E3 Wrapup

Play Episode Listen Later Jun 13, 2013 132:51

Trevor Osz, Jimmy Kovalski, Eric Lee Lewis, Mike Hewitt, and Greg Livingston talk about Nintendo's E3 showing, games of E3 being shown off, the lack of indie coverage, and much more about the last few days of E3. Have a listen!

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Spiderduck E3 End of Day 1 Podcast with Player Uno

Play Episode Listen Later Jun 11, 2013 95:30

Trevor Osz, Jimmy Kovalski, Eric Lee Lewis, Jovan St. Lawrence, Mike Hewitt, Travis Belke, and very special guest Player Uno of the Nerd Slam talk about the events of E3 Day including the EA, Ubisoft, Sony, and going back to a bit of the Microsoft press conferences. See their excitement for a lot of what was shown and announced as well as some of the mistakes brought to the table.

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Trevor and Eric are joined by Jovan Lawrence and Mike Hewitt to talk GameStop