Podcasts about Opower

Dan Yates co-founded Opower in 2007, based on the belief that consumers want to use less energy—and that their utilities could actually help them do it. He was right. Opower took off, and Oracle bought the customer engagement platform in 2016. A year later, Dan founded Dandelion Energy, a startup that uses geothermal energy for heating and cooling buildings. Electrifying buildings is a major tenant of decarbonizing the power sector, but air-source heat pumps can be expensive. Installation costs are even higher with geothermal heat pumps, but they offer energy efficiency advantages. Dan is a big fan. After investing in Dandelion and serving on its board, he became CEO in 2023.This week on With Great Power, Dan talks about the potential for residential geothermal heating and cooling, why it could be the clean energy that gains instead of loses federal support in the near term, and the role he thinks utilities can play in the technology's deployment.With Great Power is a co-production of GridX and Latitude Studios.  Subscribe on Apple, Spotify, or anywhere you get podcasts. For more reporting on the companies featured in this podcast, subscribe to Latitude Media's newsletter.Credits: Hosted by Brad Langley. Produced by Erin Hardick and Mary Catherine O'Connor. Edited by Anne Bailey. Original music and engineering by Sean Marquand. Stephen Lacey is executive editor. Sean Marquand composed the original theme song and mixed the show. The Grid X production team includes Jenni Barber, Samantha McCabe, and Brad Langley.

Show NotesWe hear a lot about electrification as quickly as possible, but most of that takes the electric grid for granted that it can handle the demand. But our guest today, Apoorv Bhargava, points out that the demand posed by electric cars is akin to putting industrial levels of demand in every residential neighborhood. With ⅓ of new cars in the US being electric by next year, the capacity just isn't there.WeaveGrid, which Apoorv co-founded, partners with utilities and automakers to make EV charging more reliable and flexible to deal with this rapidly increasing demand - and to take advantage of new opportunities, like the fact that many families will have giant batteries on wheels sitting unused at night.In This Episode:⚡ Why a single EV can have the same power demand as 2-3 homes⚡ The surprising bottleneck to decarbonization (Hint: It's not generation)⚡ Why charging at 10PM may not be the best solution for the grid⚡ The role of AI and automation in optimizing EV charging⚡ The lack of standardized protocols for EV-grid communication⚡ How WeaveGrid is building the most sophisticated EV Virtual Power Plant (VPP)⚡ The real challenge: Consumers don't want decarbonization, they want reliability!Apoorv also shares hot takes on EV adoption, public charging infrastructure, and the future of AI in energy, plus why software engineers should consider working in climate tech.About Our Guest:Apoorv Bhargavahttps://www.linkedin.com/in/apoorv-bhargava/Apoorv has spent over 12 years at the intersection of climate, energy, and technology, driving innovation in utility software, grid management, and electrification. Before founding WeaveGrid, he worked on demand-side management at Opower (now Oracle), energy storage strategy at NRG Energy, and clean tech investments in venture capital. Apoorv holds an MBA and MS in Energy & Resources from Stanford University and degrees in Chemical Engineering and Energy Economics from Rice University.Under his leadership, WeaveGrid has grown to nearly 90 employees and serves 15+ utility customers across the U.S.. In 2024, the company expanded partnerships with multiple major automakers, solidifying its position as a key player in EV-grid integration.Apoorv at RE:Invent: Apoorv Bhargava on “How Can AI Accelerate Progress in ...www.youtube.com › watchApoorv on Climate Tech Cocktails - talking, and singing: https://www.instagram.com/climatetechcocktails/reel/C-gDpLdpknc/Your Hosts Mansi Shah - Joshua Marker ClimateStack

In this episode we're taking you on a journey to some of the most remote corners of West Africa, where energy access is scarce, and innovation is changing lives. Our guest is Nicole Poindexter, the founder and CEO of Energicity, a company that's bringing clean, reliable solar power to off-grid communities in countries like Sierra Leone, Benin, and Liberia. Nicole and her team are doing something extraordinary: building solar mini-grids that provide electricity to tens of thousands of people who otherwise rely on polluting and expensive energy sources—or have no power at all. And, impressively, Energicity is doing all of this while making a profit, already being an EBITDA-positive company.  In our conversation, Nicole shares how she transitioned from a background in finance—after an Ivy League education—to founding Energicity in 2015, driven by her vision to end energy poverty. We dive into how solar mini-grids are more than just a source of light—they're catalysts for economic growth, education, and health improvements in communities that have often been ignored. Nicole also talks candidly about the challenges of working in rural Africa, from financing to infrastructure to cultural dynamics, and how she tackles these head-on. One part of this conversation that resonated with me and I think will with a lot of founders is when Nicole says she takes to heart the saying: “Those who know how work for those who know why.” So many people see a problem, and because they don't know how to solve it, they don't act. Nicole makes it clear that if you surround yourself with smart people of whom you can ask many questions, combining those who know how with those who know why can really lead to transformational results. So, if you're ready to get inspired by a trailblazer who's proving that business can indeed be a force for good, stay tuned for this enlightening conversation with Nicole Poindexter. Discussed in this episode Nicole was employed at Opower when it IPOed. TechCrunch on Energicity's work. Energicity has raised $10 million so far, and is seeking to raise another $30 million. Nicole recommends reading Atomic Habits and Dare to Lead. She also recommends checking out Entrepreneurs for Impact. Our past episode with African clean energy startup I-G3N. More about Nicole Poindexter From starting her career as investment banker, Nicole Poindexter has had a variety of leadership roles in finance, government, and business. Prior to her founding Energicity Corp, she was an early employee at OPower prior to its successful IPO and subsequent sale to Oracle, founding and growing the business development team. In that role, she brought together the skills of an operator and software product development with sensitivity to energy customer needs delivering USD 10's of millions in revenue for the company. She was inspired to start Energicity Corp both due to her deep seated commitment to developing renewable sources of energy and also her passionate desire to create economic opportunity for some of the world's poorest people through energy access.

On this episode of Embracing Erosion, Devon chats with Michael Applebaum, the Vice President of Product Marketing at Indigo Ag and formerly of Tenable, Nexthink, IBM Security, and Opower. They discuss climate and agriculture technology trends and how to get into mission-driven companies, how the product marketing discipline has evolved over two decades, how pre-sales and sales ops can teach you to be a better product marketer, tips on how to become a better more effective leader, and much more. Enjoy! --- Support this podcast: https://podcasters.spotify.com/pod/show/devon-orourke/support

GTM Disrupted host Mike Smart grabs a few minutes with Ben Foster, Co-Founder and Partner at Prodify a product consultancy and co-author of “Build What Matters” a book that explores the Vision-Led Product Management Framework. Ben offers his take on succeeding as a CPO or VP of Product. His key message is shift to offense to thrive in the role. Key Take Aways from this episode include:  Overcoming Product Management Dysfunctions  Balancing Value Delivery and Value Extraction  Shifting the Dialogue to Empower Teams  Using Product Management Art and Science Ben's Bio Ben Foster is a 25-year product veteran who has formally mentored 50+ product leaders. He is co-founder and partner at Prodify, a highly regarded product consultancy, and co-author of Build What Matters. Ben has spoken at top product conferences, is an inventor on over a dozen patents, and co-authored the book Build What Matters, which offers practical guidance for product leaders. Ben has experience leading product and design at B2C companies, like eBay and Whoop, and B2B SaaS companies, such as Opower and GoCanvas, and has found connections between them. Ben lives with his wife and son in Arlington, VA. To Learn more about Ben to go - https://www.linkedin.com/in/benfoster/ To Learn more about Prodify to go -- https://www.prodify.group/

Dan Yates is the CEO and Chairman of Dandelion Energy, a Series B Stage startup deploying solutions for residential geothermal energy. As Dan explains it, residential geothermal distinguishes itself from utility-scale geothermal by not aiming to exploit a scarce, underground heat source for electricity generation through turbines. Instead, the process involves circulating an aqueous solution through a closed loop underground. This allows the system to harness the stable temperature of the soil beneath and employ it for both heating and cooling functions in a residential ground source heat pump. Essentially, residential geothermal aligns with the trajectory of residential HVAC heat pump adoption, serving as a means to maintain a dependable and efficient temperature for optimal heat pump performance.Dan is a repeat guest on My Climate Journey. He joined Jason way back on Episode 7 to recount his journey as the Co-founder and the CEO of Opower. Dandelion's Co-founder, Kathy Hannun, was also on the pod way back on Episode 35. A lot has changed in that time. In today's conversation, we touch a bit on Dan's Opower journey, but most of the time is spent on Dandelion and geothermal. We also cover Dandelion's current geographic focus areas, the technologies it has developed, how they operate the company, the business model, the recent tax incentives from the Inflation Reduction Act and other legislation that have benefited the company, and so much more.In this episode, we cover: Dandelion's mission to bring residential geothermal to scaleDan's experience at Opower and its thesis Difference between residential geothermal and utility-scale How residential geothermal works and its benefitsDandelion's closed-loop solution Geographic focus areas of Dandelion Energy The company's heat pump technology Recent tax incentives for geothermal energyAn overview of Dandelion's operations The company's business model and funding to date Dandelion's biggest challenges and barriers to growthEstimated cost breakdown for homeowners looking to switch to geothermal with DandelionCareer opportunities with Dandelion and how folks can spread the word about geothermalEpisode recorded on Jan 18, 2024 (Published on Feb 15, 2024) Get connected with MCJ: Jason Jacobs X / LinkedInCody Simms X / LinkedInMCJ Podcast / Collective / YouTube*If you liked this episode, please consider giving us a review! You can also reach us via email at content@mcjcollective.com, where we encourage you to share your feedback on episodes and suggestions for future topics or guests.

Stephanie Berner is a Customer Success Executive at LinkedIn. Since 2018, Stephanie has spearheaded all post-sales functions at LinkedIn Sales Solutions through its period of rapid growth. With a background in building and scaling customer success teams at Box, Medallia, and Opower, Stephanie has extensive experience in delivering exceptional customer experiences across various company stages. — In this episode, we discuss: Common customer success mistakes Creating a world-class customer success org Tactics for hiring exceptional talent How to structure compensation packages Where customer success fits into the wider org Key early-stage customer success metrics and rituals Successful strategies from Box, Medallia, and LinkedIn — Referenced: Aaron Levie: https://www.linkedin.com/in/boxaaron/ Box: https://www.box.com/ David Love: https://www.linkedin.com/in/david-s-love/ Gainsight: https://www.gainsight.com/ Jon Herstein: https://www.linkedin.com/in/jonherstein/ Jonathan Lister: https://www.linkedin.com/in/jonathanlister/ Ken Fine: https://www.linkedin.com/in/kmfine/ Medallia: https://www.medallia.com/ Nick Mehta: https://www.linkedin.com/in/nickmehta/ Opower: https://www.oracle.com/utilities/opower-energy-efficiency/ — Where to find Stephanie Berner: LinkedIn: https://www.linkedin.com/in/stephanieberner/ — Where to find Brett Berson: LinkedIn: https://www.linkedin.com/in/brett-berson-9986094/ Twitter/X: https://twitter.com/brettberson — Where to find First Round Capital: Website: https://firstround.com/ First Round Review: https://review.firstround.com/ Twitter: https://twitter.com/firstround YouTube: https://www.youtube.com/@FirstRoundCapital This podcast on all platforms: https://review.firstround.com/podcast — Timestamps: (00:00) Introduction (02:21) Formalizing customer success at a startup (05:01) Hiring ICs before CSMs (06:22) Tactics for hiring standout talent (11:39) 3 questions to ask candidates (15:38) Fail-case patterns among customer success hires (17:49) Considering candidates with non-traditional backgrounds (21:21) Indexing toward a bias for action (24:17) What v1 of customer success looks like (26:03) Key early-stage customer success metrics (28:21) Whether customer success or sales should own renewals (30:40) Where customer success fits into the org (32:14) Why customer success doesn't report to an executive (33:48) Distinguishing a product problem from a customer success one (35:18) Simple way to deal with customer churn (39:21) Tactics to get customers to give honest feedback (40:58) What happens when customer success and product teams collaborate (44:14) Rituals for zero-to-one customer success (48:23) How to structure an early customer success team (52:01) Structuring compensation packages (54:35) Aligning customer success with the business model (60:14) The role of customer success in B2B software (62:17) Common customer success mistakes (67:44) People who had an outsized impact on Stephanie

Wondering how to build digital products that people want?In this episode of The Business Ownership Podcast I interviewed Ben Foster. Ben is the Co-Founder and Executive Chairman of Prodify. With over 25 years of experience, Ben understands that product is the key driver for tech company success. From eBay to Opower and GoCanvas, Ben has led successful technology products throughout his career. If you're looking to level up your product development skills, this episode is a must-listen. Ben draws on his expertise to break down each stage of the product journey. You'll learn how to craft a compelling vision, build a minimum viable product to test assumptions, achieve elusive product-market fit, and strategically scale up. With insightful stories from contextually successful industry pivot to dysfunctions like chasing features, Ben provides a toolkit of best practices to build products people want. Expect to gain a new appreciation for getting the fundamentals right at each step. Check it out!Prodify Website: https://www.prodify.group/Ben Foster LinkedIn: https://www.linkedin.com/in/benfoster/Book a call with Michelle: https://go.appointmentcore.com/book/IcFD4cGJoin our Facebook group for business owners to get help or help other business owners! The Business Ownership Group - Secrets to Scaling: https://www.facebook.com/groups/businessownershipsecretstoscalingLooking to scale your business? Get free gifts here to help you on your way: https://www.awarenessstrategies.com/

Weather forecasts for the grid depend on supercomputers to calculate the flow of heat, water, and radiation in the atmosphere, and then spit out predictions about what could happen next. These supercomputers are powerful. But they are also expensive and slow, relative to how quickly the weather changes. A new class of AI-based weather forecasts could change the game for grid operators and renewable energy developers. Will they take hold? This week, we explore a variety of emerging applications for artificial intelligence in energy.  First, we'll look at how machine learning can improve and democratize weather prediction with journalist Emma Woollacott, Dr. Jack Kelly of Open Climate Fix, and Dr. Noelia Otero Felipe of the University of Bern. Then, we'll hear from a few companies that are using AI for demand response, virtual power plants, and EV charging. Latitude producer Erin Hardick explores AI trends at the grid edge with Apoorv Bhargava of WeaveGrid, Jae Beom Bae of Leap, Paul McDonald of Opower at Oracle Energy and Water, and Carlos Nouel of National Grid. It's Canary Media's listener drive through the end of the year. Make a tax-deductible donation today! This episode of Carbon Copy is brought to you by the Energy Show, hosted by Barry Cinnamon. Questioning if that cool new product or service really pencils out for customers? Curious about customer adoption of IRA policies? Wondering how the grid can keep up with home electrification? For the real-world scoop on clean energy technologies with a focus on the customer perspective, don't miss the Energy Show at www.energyshow.biz. The Carbon Copy is supported by FischTank PR, a specialized climatetech PR firm dedicated to bringing meaningful results for companies in sectors spanning grid edge, solar, energy storage, battery, EVs, alternative fuels, VC and green building. FischTank helps clients stand out in an increasingly competitive and noisy space. Visit FischTank PR to learn more.

Welcome to another episode of the Rising Tide Startups. In this episode, we had the pleasure of hosting a conversation with Ben Foster, experienced product management expert. Ben is a co-founder of Prodify, a boutique advisory and coaching firm specializing in product management and related disciplines. He's also the Chief Product Officer at WHOOP, adding to his rich history in the realm of product management.  Prior to his current roles, he served as the Chief Product Officer at GoCanvas and the VP of Product and Design at Opower, which went public in 2014. Notably, he started his journey during the dot-com boom, amid the rapid growth and eventual implosion of the tech industry. If you're interested in product management, tune in to this episode and gain some valuable insights. Here are some takeaways: The Importance of Product Management: Product management blends customer needs, business needs, and supporting technology. It was formalized as a specific role during the Silicon Valley boom. The Importance of Understanding Customer and Business Needs: Product management is the art of harmonizing customer needs with business objectives. It's about finding that balance between what the market demands and what the company aims to achieve. Exploring the Unknown Unknown: It's about being prepared to deal with unexpected challenges and staying agile in an ever-changing environment. The Power of Clear Vision and Strategy: A clear product vision and strategy are essential for team alignment and success. It keeps everyone focused on overarching business goals while articulating a path to realize the product vision. A Customer-Centric Approach: To make a lasting impact and raise industry standards, product managers must embrace a mindset that prioritizes customer satisfaction and needs.  Listen to the full conversation here: YouTube: https://www.youtube.com/@risingtidestartups Apple Podcast: https://podcasts.apple.com/us/podcast/rising-tide-startups/id1330525474 Spotify: https://open.spotify.com/show/2eq7unl70TRPsBhjLEsNZR   Catch up with Ben Foster here: LinkedIn: https://www.linkedin.com/in/benfoster  Prodigy: www.prodify.group    Lead with a customer-centric product vision. Grab a copy of Ben's book Build What Matters here: https://www.prodify.group/resources/book   If you enjoyed the show, make sure to follow, subscribe and please leave us a 5-star rating.   Your company or brand needs its own branded podcast.  PodBrand Media is an innovative and affordable way to generate new leads and create repurposable content. Learn more at  https://Podbrandmedia.com   Get your personal podcast off the ground with "How to Start a Podcast in 24 Hours" course by David Ezell. Learn podcasting essentials and save 20% by using the code RISING at realdavidezell.com/courses. Don't wait, start your podcast today.

Entrepreneurs wonder what it's like to be a VC. And VCs without an operating background often don't understand the grit required to turn an idea into a successful business. The best investors have been successful operators first.Today's guest is one of those. Nick Adams founded Differential Ventures in 2017 to invest in B2B, data-first seed-stage companies. Since then, Nick and the team have invested in an impressive group of companies including Private AI, Ocrolus, and Agnostiq.Before Differential, Nick helped grow companies like OPower and RAGE Frameworks in sales, marketing, and product leadership roles. Today we get to learn about how to innovate and grow a startup when the product is a venture fund.Listen and learn...How being an investor and entrepreneur are similarThe most outrageous pitch Nick has heard... and how it involved pornHow being a baseball player trained Nick to be a venture capitalistNick's advice for what to do after closing a big sales dealWhere there are opportunities for generative AI entrepreneurs to get fundedHow AI is being used to design circuit boardsNick's most recent investment... and what made him decide to write the checkWhat Nick is telling Congress we need to do to regulate AIReferences in this episode...Why generative AI is desperately in need of regulationMetafold, new Differential investmentDan Grunfeld from Lightspeed on AI and the Future of Work

In this episode we discuss:[00:02:12] How did Nitin's definition of "impact" change over time?[00:03:44] When did Nitin join the VC industry, and what was the market condition at that time?[00:07:54] What was the most important lesson Nitin learned from his time at NEA (New Enterprise Associates)?[00:10:50] How is the VC industry different in the US compared to India?[00:16:06] What are some things that founders in India don't understand about VCs?[00:20:29] Why did Nitin become interested in EdTech?[00:23:00] What is Nitin's view on the future of EdTech in India and the role of AI in the sector?[00:27:00] What is Antler and what is its mission in the startup ecosystem?[00:28:23] What specific pain points is Antler India addressing for founders in the ideation phase?[00:29:01] How does Antler differentiate itself from traditional venture capitalists?[00:30:30] How does Antler's global network benefit startups in India and help them think about their products and teams differently?[00:31:14] What does Antler focus on in the early stage investing process, particularly at the pre-seed stage?[00:31:54] Does Antler only look for future founders in colleges or does it consider applicants from various backgrounds?[00:32:35] What is the Antler India Fellowship, and how does it help democratize entrepreneurship?[00:35:00] How does Antler reduce the cost of experimenting and building startups, and what are the key factors that Antler considers when evaluating founders?[00:38:00] What are the challenges and limitations of venture capital in India?[00:41:25] What factors make India a promising market for startups, and what are some counter examples that indicate the potential for significant success?[00:44:00] What is the role of a VC, and what are the key learnings and qualities required to be successful in venture capital?[00:47:29] How do ONDC and Web3 differ in their approach to decentralization, and what are the challenges and opportunities for both?[00:52:15] What are some of the potential benefits of ONDC for small businesses in India, and how could it bridge the gap between digital payments and digital commerce?[00:54:16] Where does Nitin see Antler India in 10 years and what is the desired impact on the startup ecosystem?AboutNitin is a seasoned early-stage investor, having invested in 60+ tech startups in multiple geographies. With First Principles, he built a thesis-driven proprietary portfolio of 40+ angel investments backed by marquee investors. As the founder of Incrypt Blockchain, he has been the first Indian VC to play an active role in fostering India's blockchain ecosystem. Nitin and his team have invested in 16 blockchain projects since 2017, with the Incrypt Blockchain portfolio spanning projects such as Arweave, Mudrex, OnJuno, BAT, Ocean, Molecule, Persistence and more.Previously, Nitin was a founding team principal at Lightbox Ventures, one of India's leading consumer-focused VCs, where he helped build the first two funds since the very inception.Earlier in his career, he learnt the ropes of the VC business in the US, while being at New Enterprise Associates (NEA), one of the world's preeminent venture funds. At NEA, he worked on multiple investments with successful IPO/M&A outcomes (Millennial Media, AddThis, OPower, etc.) and co-led the firm's first education technology investment. He also served as an early executive at EverFi (one of the world's largest education networks, $250M raised), and started his career as a technology investment banker at UBS Investment Bank in San Francisco.Nitin holds an MBA from The Wharton School, and two degrees from the University of Southern California. He serves on the India Advisory Boards of AngelList, the USC Viterbi School and The Better India, and advises the Indian government (NITI Aayog) on frontier tech policy.

Prodigy co-founder and author Ben Foster joins Patrick to discuss how you can create customer value, build a sustainable business, and lead people with excellence. Ben has more than 20 years of product management experience. He is the Chief Product Officer at WHOOP and he was the Chief Product Officer at GoCanvas, the VP of Product & Design at Opower (which went public in 2014), and previously worked for Marty Cagan at eBay. You can find Ben at @benfoster on LinkedIn or visit his site at www.prodigy.group

This episode features an interview with Sarah Diegnan, VP of Customer Experience at ChartHop, a dynamic, visual, and actionable people analytics platform that helps companies manage and support their employees. Sarah leads ChartHop's customer journey, partnering with customers from the first moments of onboarding through successful execution of all account goals to make sure customers get the most out of ChartHop. With a background in structural engineering, Sarah's career has taken her from building cathedrals to building customer relationships. And in this episode, she discusses how to systematically design the customer journey, and how she drives value from day one, and how she creates that stickiness factor to get customers hooked on the ChartHop brand.Quotes*”You really have to think through: Who are my customers? What are they buying? Why do they need us? Why do they use us? I think sometimes we get caught in a little bit of a trap because we are the ones that have to define what value means for our product.”*”At the end of the day, your customer journey is truly project management. I mean, it's customer management at that point. And so how I've always thought about customer journey in a lot of ways is, you're building a building, Like you start by digging the ground and building the foundation. And in a lot of ways, that's not the most attractive part of the building. But if you don't have a strong foundation, you don't have anything. And so that's what I always compare to your onboarding and your implementation. And so I do think there is correlation between building a building and the customer journey.”*”I feel really strongly that the best experience that we can provide to our customers is the one that is rooted in process, and everyone follows the same process. And that's not to say that we treat everyone like a number. Every customer is gonna have their own unique style. Every customer is going to have their own unique use cases and challenges. And I welcome all of that. I want that. But the foundation has to be the same.“Time Stamps[0:52] Introducing Sarah Diegnan, VP of Customer Experience at ChartHop[4:02] How Sarah started as a structural engineer, designing a cathedral[9:47] Sarah's “reckoning” where she pivoted to Customer Experience[13:35] About Sarah's journey to Opower[24:33] How does Sarah apply her expertise to CX at ChartHop today?[29:34] How does ChartHop use KPIs and metrics to tune into CXBioSarah Diegnan is the VP of Customer Experience at ChartHop. Sarah has over 10 years of experience in customer success and operations, having served in various leadership roles at companies such as Acuity Brands, Opower, and Adura Technologies. She is a results-oriented leader with a proven track record of building and scaling successful customer success organizations. She is passionate about driving value for customers and helping them achieve their goals.Thank you to our friendsThis podcast is brought to you by HGS. HGS is a digital customer experience leader dedicated to delivering winning customer interactions at scale that are prompt, personal, and positive. We continuously transform, optimize, and grow enterprises to exceed ever-rising customer expectations. HGS provides our clients with the right talent and technologies needed to champion every moment. Learn more at hgs.cx.LinksConnect with SarahLearn more about ChartHopConnect with Sohaib on LinkedInCheck out HGS

In this sixth episode in our series on climate change and artificial intelligence (AI), Paul McDonald, Senior Director, Opower Product Strategy & Marketing at Oracle Energy and Water, discusses how OPower uses behavioral science and AI to help utility customers reduce their energy use. He describes why saving electricity benefits both customers and utilities, and shares his advice for those interested in careers in business and climate. For transcripts and other resources, visit climaterising.org. Climate Rising Host: Professor Mike Toffel, Faculty Chair, Business & Environment Initiative Guest: Paul McDonald, Senior Director, Opower Product Strategy & Marketing at Oracle Energy and Water

On Today's Episode: Interested in investing in the Clean Energy and Climate Tech Boom!?! Buckle up, bc it can be a bumpy ride. Few have the direct operational experience that today's guest does, and he's placing some very specific bets through his latest venture, Energy Transition Ventures. We recently had one of his portfolio company founders, Karin Calvinho, on the show, and I legitimately think it was one of our best episodes in a long while…now you can learn more about the guy and the Fund that believes she'll change the world.In today's podcast, host Nico Johnson interviews energy expert Craig Lawrence to discuss how his venture capital fund is accelerating the shift to cleaner, cheaper, and more sustainable energy. With more than 25 years of experience in venture capital, engineering, product, and executive roles, Craig has been at the forefront of the cleantech industry since its early days. Now he's honing in on promising startups as a partner and co-founder at Energy Transition Ventures (ETV). Houston-based ETV emerged from stealth in 2021 intent on supporting early-stage North American companies focused on distributed energy, electrification, mobility, and resource efficiency.He and his partner Neal Dikeman believe the most important things they can do is help build successful companies that will ultimately have a significant impact on decarbonization. Craig shares their investment thesis through the lens of the companies the fund invests in, which include several that will be familiar to regular SunCast listeners.Craig's current role reflects his deep industry expertise. While leading energy investing at Accel Partners, Craig oversaw successful investments in early-stage cleantech companies, including SunRun and OPower, both of which have become leaders in their respective fields. Craig has also held senior executive roles at companies driving the energy transition, such as Treverity, SolarBridge Technologies, and SunEdison.As a former practice lead at IDEO, he helped energy tech startups launch innovative products and services. He is also an inventor, holding patents on products ranging from portable fuel cells to office furniture. With a B.S. in engineering from The University of Texas at Austin and an M.S. and Ph.D. from Stanford University, Craig brings a unique blend of technical knowledge and creative problem-solving to the energy industry.Tune in to this episode to learn from Craig's wealth of experience and gain insights into the future of sustainable energy. If you want to connect with today's guest(s), you'll find links to their contact info in the show notes on the blog at https://mysuncast.com/suncast-episodes/.SunCast is presented by Sungrow, the world's most bankable inverter brand.You can learn more about all the sponsors who help make this show free for you at www.mysuncast.com/sponsors.Remember, you can always find resources, learn more about today's guest(s) and explore recommendations, book links, and more than 583 other founder stories and startup advice at www.mysuncast.com.You can connect with me, Nico Johnson, on:Twitter - https://www.twitter.com/nicomeoLinkedIn - https://www.linkedin.com/in/nickalus

In episode 90, Coffey talks with Sarah Diegnan about the systems used to create exceptional customer experiences.They discuss the correlation between the customer journey and customer experience; all the departments that take part in a customer's journey; the importance of a customer-centric approach for product development; effective client segmentation; how user expectations have changed; setting up actionable metrics for engagement; the current role of AI in customer experience and what to expect in the future; and how leaders can adapt the customer journey to enhance employee engagement.Good Morning, HR is brought to you by Imperative—premium background checks with fast and friendly service. For more information about our commitment to quality and excellent customer service, visit us at https://imperativeinfo.com. If you are an HRCI or SHRM-certified professional, this episode of Good Morning, HR has been pre-approved for half a recertification credit. To obtain the recertification information for this episode, visit https://goodmorninghr.com. About our Guest:Sarah Diegnan is ChartHop's VP of Customer Experience. After leading complex implementations at Acuity Brands, Opower, and Oracle, she brings operational excellence to creating and delivering a world-class customer experience for all of ChartHop's customers. She is an expert in leading a customer journey, partnering with customers from the first moments of onboarding through successful execution of all account goals -- making sure customers are getting the most out of ChartHop. In addition to her SaaS experience, Sarah was a practicing structural engineer at Skidmore, Owings and Merrill and worked for the commercial real estate developer, Tishman Speyer. Sarah holds a BS in Civil Engineering from Bucknell University, an MS in Structural Engineering from Stanford University and an MBA from UC, Berkeley, Haas School of Business. Sarah lives in San Francisco with her wife and two very active sons.Sarah Diegnan can be reached at https://www.charthop.com/About Mike Coffey:Mike Coffey is an entrepreneur, human resources professional, licensed private investigator, and HR consultant.In 1999, he founded Imperative, a background investigations firm helping risk-averse companies make well-informed decisions about the people they involve in their business.Today, Imperative serves hundreds of businesses across the US and, through its PFC Caregiver & Household Screening brand, many more private estates, family offices, and personal service agencies.Mike has been recognized as an Entrepreneur of Excellence and has twice been named HR Professional of the Year. Additionally, Imperative has been named the Texas Association of Business' small business of the year and is accredited by the Professional Background Screening Association. Mike is a member of the Fort Worth chapter of the Entrepreneurs' Organization and volunteers with the SHRM Texas State Council.Mike maintains his certification as a Senior Professional in Human Resources (SPHR) through the HR Certification Institute. He is also a SHRM Senior Certified Professional (SHRM-SCP).Mike lives in Fort Worth with his very patient wife. He practices yoga and maintains a keto diet, about both of which he will gladly tell you way more than you want to know.Learning Objectives: 1. Explain the relationship between the customer journey and customer experience and identify the key touchpoints.2. Analyze the importance of a customer-centric approach for product development and describe effective strategies for client segmentation.3. Gain knowledge on how leaders can adapt the customer journey to enhance employee engagement.

Here Come Residential Heat PumpsIn this episode of Grid Talk, host Marty Rosenberg talks with Michael Sachse who is the CEO of Dandelion Energy. Dandelion Energy's mission is to enable the widespread adoption of geothermal. “If you think about what we need to decarbonize, heating's really a challenge because so much about heating comes from burning natural gas; a lot of homes burn fuel oil, and so really, we got focused on that problem,” said Sachse.The company offers homeowners affordable geothermal heating & cooling systems as an alternative to gas, oil, propane, or electric heating.“There's a strong and growing emotional sense that people want to be sustainable, and they want to make investments that are going to speak to their values.”Sachse also talks about the cost of installing geothermal heat pumps and how long it takes for a unit to pay for itself.Michael Sachse is an experienced executive who has previously scaled start-ups through periods of rapid growth. Sachse was previously CEO of Stardog, an Entrepreneur-in-Residence at NEA, and Chief Marketing Officer at Opower, where he helped to guide the company through its IPO and acquisition by Oracle. Sachse is a graduate of Amherst College and Harvard Law School.Snippet: “Geothermal is a terrific fit for any part of the country that has hot summers and cold winters.”

Sarah Diegnan is ChartHop's VP of Customer Experience, after leading implementations at Acuity Brands, Opower and Oracle, she brings operational excellence to creating and delivering a world class customer experience for all ChartHop's customers. She is an expert in leading a customer journey, partnering with customers from the first moments of onboarding through successful execution of all account goals, making sure customers are getting the most out of CharterHop. In addition to her SaaS experience, Sarah was a practicing structural engineer at Skidmore, Owings and Merrill, and worked for the commercial real estate developer, Tishman Speyer.   Questions   Can you share a little bit about your journey, how you got to where you are today? What catalyst got you into the customer experience journey? And just a little bit about who you are in your own words? Could you tell us a little bit about your company ChartHop and what is the service or product that you provide? What is your view on the customer journey through an HR lens. And how do you think EX impacts customer outcomes, the ins and outs of a customer health score? Are there any emerging trends that you've seen in the CX space, in the employee experience space that you think organization should really be paying greater attention to or tapping into as we embark on our new year? Could you share with us what's the one online resource, tool, website or app that you absolutely can't live without in your business? Now could you also share with us maybe one or two books that have had a great impact on you, it could be a book that you read a very long time ago, or even one that you read quite recently, but it surely has created an impact maybe had great value in your leadership delivery and you just really would love to share it with us. Could you share with our listeners what's the one thing that's going on in your life right now that you're really excited about? Either something you're working on to develop yourself or your people. Where can listeners find you online? In times of adversity or challenge, do you have a quote or saying that you tend to revert to, it kind of helps to get you back on track or get you back refocused if for any reason you get derailed.   Highlights   Sarah's Journey   Me: Now, we always like to give our guests an opportunity to share with us in their own words, a little bit about their journey, how you got to where you are today? What catalyst got you into the customer experience journey? And just a little bit about who you are in your own words?   Sarah shared that sometimes she likes to say that she has a bit of a meandering path to where she is today. But she thinks that's actually something that is common amongst customer experience professionals is it takes a lot of different skill sets and she thinks you can build those at a lot of different areas. And so, she started her career as a structural engineer, was something that she always wanted to be when she was a little kid, people would ask, what do you want to do, and she wanted to design buildings, she wanted to design skyscrapers.   And so, that is what she did, she set out to do it, and she went to school, she went to engineering school, and she loved it, she really did. And she thinks architecture and buildings will always have a very, very special place in her heart. However, what she started realizing when she hit about year 4, year 5, being a structural engineer is that it's a very narrow piece of a we'll call it building lifecycle, very, very narrow.   And she had the fortune to work with a project manager who was representing the owner, and she really had purview of the whole project, sort of end and all the pieces coming together to build these amazing buildings. And she had lunch with her and said, “I would like to do your job, can you tell me how to do it?” And one of the first things she said was, “Well, I went to business school, because you need to learn the business side of the business or of buildings.” She was like, great. So, she did that, she went to business school and coming out of business school, she thought working in real estate development was the place for her.   She did that for a couple years, and again, realized it was still a little too narrow in a lot of ways. And living in the Bay Area, it's really easy to get the start-up itch, you sort of look around, and tech is everywhere. And she had the fortune of literally running into a friend, running in Golden Gate Park in San Francisco. And she said, “You need to talk to my sister. She is at a start-up and they're selling commercial lighting controls and they need an engineer who understands buildings, building operators, engineers.” And she said, “You know what, I know that person, that person is me.” And that was her very first job. We called it project operations and this was a long time ago. But it was customer experience.   It was the start of customer experience, and it was sort of the start of her journey to where she is today. ChartHop is her fourth start-up and throughout her career, she's sort of grown into taking on more and more teams and have gotten to a point today where she leads all of customer experience at ChartHop, and that includes professional services, their customer success team, their technical support team, and their account management slash renewals team.   So, sort of a crazy story how she got here, but the reality is, it's working with customers that she loves. It's the project management and the operational piece and she's sort of grown that throughout the years as an engineer, as a real estate professional and now as a tech professional.   About ChartHop and What Service or Product Does ChartHop Provide?   Me: Amazing. So, Sarah, you are at a company called ChartHop and for those of our listeners that don't know what ChartHop does, could you tell us a little bit about your company and what is the service or product that you provide?   Sarah stated that it's a great question, she's happy to talk a little bit about it. So, ChartHop is really transforming the way companies think about managing and supporting their people. So, what that means is, they can take people data from all your different systems, so your HR system, your talent acquisition, system equity, and put it all in one place.   And the thing that makes ChartHop really special is that it's not just for HR professionals, or it's not just for the CEO, it is truly for every single person at the company, your individual contributors, all the way through to your CEO. And the reason why that's so important is because what you're doing is you're creating a very transparent organization; you're creating a one stop shop for everybody in the organization to get all the information that they need.   If you're an individual contributor, it's really all the information that you need to understand and navigate the organization, or someone in her role, it gives her the ability to look in one place to understand everybody in her organization, where might they be on a vesting schedule? How long have they been at ChartHop? What has their performance look like over the years?   And so, it's, it's really designed to create a transparent organization. It's designed to make sure that leadership is making good decisions, especially when we start thinking about DEIB in the workplace. And one of the key attributes is really, it's for everyone at a company, not just the HR team.   Views on the Customer Journey – How Does EX Impact Customer Outcomes – Ins and Outs of a Customer Health Score   Me: So, HR plays a very important role in an organization. And I'd love for you to maybe take a few minutes and discuss with us your view on the customer journey through an HR lens. And how do you think EX impacts customer outcomes, the ins and outs of a customer health score?   Sarah shared thar those are all great questions. And she thinks part of what attracted her to ChartHop was this sort of, she'll call it intersection of HR and or employee experience and customer experience. Like most people that are listening to this podcast, if you're managing and leading a customer experience team, it probably means that you are leading a pretty big team. When you're talking about services in an organization, it's human capital. If robots could do our jobs, if a health score, which she'll get into in a minute, was just two plus two is four, we wouldn't be here.   And so, you have to take care of your people and she thinks that's first and foremost why EX and CX are in a lot of ways the same thing, and they influence each other. She thinks time and time again, we've learned that happy employees, employees that understand the mission, employees that are driven by that mission, are going to be your highest producers, and they're going to be the most productive.   And if you think about putting that motivated, high performer on a call with your customer, that's infectious, absolutely infectious. That motivation and that desire to drive value with the customer is going to translate every single time. And so, it is so important as CX leaders to really be thinking about that. And really thinking about how to engage your team, not just in, “Hey, these are the metrics, we need to hit as a company,” or “Hey, this is what you need to do with your customers.” But really investing time, investing professional development, and really thinking about the employee experience, because it is going to translate.   She also thinks one of the interesting things she's been able to do at ChartHop is really work closely with head of HR and think about how the employee experience is truly also how we think about a customer journey. If you think about those magic moments for a customer journey, there's onboarding and implementation, you have to nail that, you have to have customers coming out of that phase of the journey, and just feeling so excited and so pumped that they bought ChartHop and that they're using ChartHop, that's the same thing you want your employees to feel when they're coming out of onboarding, internal onboarding, you want them to feel so excited, you want them to feel so empowered. You want them to understand what they're doing at ChartHop.   And so, you can really see the overlap, and this is something she's worked really closely with their head of HR at ChartHop to make sure that they are tracking together so to speak. When you start thinking about driving adoption for customer journey, that is the exact same as working with someone on your team on what their professional development is. You chart out someone's professional development the exact same way you're going to chart out a customer's objective planning with you.   And so, really thinking about all of those things and making sure that they're aligned. And one of the questions asked also was to talk a little bit about health score. She thinks health scores are absolutely fascinating. And also, just really where you get to sort of like, leave your fingerprint, your true unique fingerprint on how you think about your customer base. She mentioned this before, two plus two is four, that's great and she's sure all the professionals out there could put together a really, really smart mathematical equation to take you to the number of support tickets, bugs, time to launch, outcome of a use case and sort of put a number together and come out with a magic number at the other end.   But that doesn't really capture everything that goes into customer health. It is truly an art and a science. And she thinks science is really important, it is important to calculate that number, that magic number that says, “Hey, if they're above 80%, they're happy, below 80% they're yellow, below 30% they're red.”   Great, so we have a stoplight. But what is the customer saying to you on the phone? What is the customer bringing to you in your weekly calls? What is the customer saying during quarterly business reviews?   That's going to be a different level of understanding of how happy that customer is.   And one example that she gives a lot to her team is just thinking through if you have a customer who is really excited about working with you on beta features, or alpha features, and it's like, “Hey, I want to be there, I want to test it with you.” Then if you're basing their health solely on sort of like number of bugs, it's not going to look pretty.   But if that customer is signing up for it, and excited about it, then there's a different overlay that you need to put on that customer. And so, she really truly thinks it's an art and a science of how you think about health score.   And again, just to sort of come full circle, it's the same exact thing with employees.   You can't just look at one dimension, humans are multi dimension, and you have to look at a lot of different factors to really assess. Is this person a flight risk or are you going to keep them for another couple of years. And so, it's really thinking about things both from just a pure human perspective and from a numbers.   Me: Brilliant, awesome, thank you for sharing all of that Sarah, great insights and nuggets as it relates to HR customer experience, the health score, integrating all of that looking at the human dimension is so, so important if you really want to create a strong culture.   Trends Emerging in 2023 as it Relates to Customer Experience and Employee Experience   Me: Now, you've been in the customer experience space for quite some time. And I just wanted to know, as we exit one calendar year and jump into another, are there any emerging trends that you've seen in the CX space, in the employee experience space that you think organizations should really be paying greater attention to or tapping into as we embark on our new year?   Sarah shared that this is such a great question. And something she's been definitely thinking a lot about, especially as she's sure most people are doing this too, going into planning, going into next year's fiscal planning. She thinks it's a couple of things. And she's used this word before, and so she doesn't want to overuse it, but it's relevant, is transparency.   If she thinks about the CX organization and just employees in general, they're sort of demanding, she thinks that's the right word. They're demanding more transparency.   We've seen a lot about pay transparency and really posting pay scales. And that ripples through all parts of the organization, it's not just pay, it's truly transparency in who reports to who and what are people working on and what deals are closing. And so, she thinks that's a really big trend that folks need to take a step back and make sure that they're being as transparent as possible with their employees.   She thinks that also leads true because of the remote environment. She knows a lot of companies ChartHop is one of them, they're still remote and so really focusing on transparency to her also means focusing on communication, sort of overly communicating with your employees, making sure they truly understand what we're all doing right, what direction are we pointed at, what is our mission? What should we be thinking about day in and day out.   And she thinks that that actually also is something that she's thinking about with their customers. Transparency with their customers looks a little bit different but it's something that she's continuing to see and think about.   Every one again, this goes back to sort of the human nature, like humans have different ways of learning and that is something that she's hearing customers really sort of demand again, use that word demand from us right now, as customer success professionals is customers want to learn how they want to learn.   And what she means by that is she actually truly spoke to a customer this morning, that was like, “Hey, your CSMs are great. But I sort of want to figure some of the stuff out myself. I want to read a help article.” She has other customers say to her, “I want more videos. I want more in app communication.”   And she sort of feels like all of that is about communication, all of that is about transparency, all of that is about sort of meeting people where they are. And so, she thinks that's a big trend to be thinking about as you're thinking through your customer journey for your specific product is all the different ways to communicate with your customer. And a not be annoying.   So not to be annoying, but just sort of meet the customer where they're at, like, “Hey, if you want to read something, here's the link to the doc, if you want to see a step by step video, here's driving to you're learning centre.” And so, that's a big trend that she's seeing right now is customers really wanting to choose their path and sort of choose how they want to learn about your product.   Me: It's interesting you said that because I actually attended a Customer Success Conference in Washington in October, and I sat in a session where they spoke about community and more organizations building out their community pages on their websites where if you do have an issue, you don't actually have to get in touch with the company because the community can help you because other people have had similar issues, and I thought that was so brilliant that if we could really get more of that.   When I think about my own devices, like even my Apple computer or my phone, if there's something wrong or something I'm not sure about, I automatically go to Google. And usually, Google populates based on the SEO, the Apple community comes up like in the first two or three resolution options that Google provides you with and 9 out of 10 times someone else has had that issue, and the answer is right there waiting for you. So, I totally get when they say they want to have the opportunity to be able to fix it on their own.   Sarah shared that she loves that. She thinks community is so important. She also thinks that that's where you get really cool thought Leadership. You get folks that are using your product in ways that you had no idea, you're like, wow, she would get on the phone with customers and be like, “Wow, that was super clever. I never thought about doing it that way.” And so, she loves the concept of a community, and we can all learn from our peers in so many ways. She loves that.   App, Website or Tool that Sarah Absolutely Can't Live Without in Her Business   When asked about an online resource that she can't live without in her business, Sarah stated that that's such a great question. So, first and foremost, she do have to say it is that again, she mentioned this a couple moments ago is that part of her job description is leading a large team, it's just always what it's like in a customer experience organization. So, to be totally true, ChartHop has really changed how she manage teams. And so, she'd say that's tool number one. Even at some point, if she were to leave, she would definitely advocate for that platform. It helps her navigate so many things with her team that it's so important.   She thinks number two, is video conferencing. She knows that there is Zoom fatigue in the world, she truly appreciates it, and she feels it. But being face to face with your customer is priceless. It is so hard to pick up on tone in an email, it's so hard to really convey what you're trying to say without having that face to face and with so much less travel, that is so critical. You have to put a face to a name, that's how you build relationships and build rapport.   And then the last one she's going to say, which goes back to her very nerdy engineering days because she at her core, she is an engineer is really Excel or Google Sheets. She uses Excel all the time, it's what she needs to run her business.   Me: Brilliant, brilliant Excel is a very powerful tool.   Sarah agreed absolutely, people don't get as jazzed about it, but she does, it's truly her go to.   Books that Have Had the Biggest Impact on Sarah   When asked about books that have had an impact, Sarah shared that she has one in mind that she read probably about 8 years ago, and she recently reread it, because their CEO loves it as well. And so, he had all the executive team read it, it's called The Five Dysfunctions of a Team: A Leadership Fable, the title of it is so great. It's by Patrick Lencioni. It's so great, because it's transferable both from a leadership team perspective, but also from a CX perspective.   And so, what she means by that is, the whole concept of the book is that there is a first team, and your first team is not who you think it is, a lot of people think that your first team are the people that report to you. And the concept is that that's not actually true. Your first team are your peers in the organization and the reason why it's your peers is because together you are a matrix. You're a matrix organization, and together, you all need to work to reach the ultimate company goal, not your own goal, it's not like “How does Sara reach her goals across customer experience?” No, no, no, it's how do we, as an executive team work together to reach our goals as a company?   And so, it's really this concept of you have to have a common goal number one, and like, your team goal can't outshine the common goal. And the reason why she likes it for customer experience, as well and it's something that she drives with her leadership team, is they are a matrix environment, they have four separate teams that report to her, but together, these four teams need to work together for the one common goal of creating the absolute best customer experience for their customers.   And so, if that is what we're keeping in mind, if truly every single day we show up and say our goal is to provide the best customer experience to our customers, then the right thing to do is very easy, or who does what becomes very clear. And so, it's a book that really resonates with her, and she recommends, it's a very quick read. And she recommends it as both a CX professional, but also just as you're continuing to sort of move up the ladder as you think about working across teams as well sort of cross functionally, it's an absolute great read.   Me: Very nice. So, we'll definitely have the link to that book in the show notes of this episode. While you were explaining what the book was about in summary, especially the example you gave off, one person's goal should not outshine the overall goal of the company. I thought of football, I guess because we're in World Cup season now. And I said to myself, one person's goal cannot outshine the overall team's goal, which is to win the game.   Sarah agreed, exactly. So, she coaches her two boys' soccer team. They call it Soccer, Football. There are some really great football soccer commercials happening now by the way.   And it's so true, it's something that she really talks to the kids about from a young age, both when you score a goal and when the team scores against you, it's not the goalie's fault, it went through every single player before it got to the goalie. And same concept, the person who scores it touched a lot of feet before it got to that person that eventually put the ball on the back of the net. So, you are exactly right. She is a sports nerd. Same concept, so she loves it.   Me: That just popped in my mind a while ago, I was like wow, it's such a simple statement. But it's so profound and you everybody kind of has that mindset in an organization, I think the employee and the customer experience can be phenomenal.   What Sarah is Really Excited About Now!   When asked about something she's really excited about, Sarah shared that that's a really great question. So, she'll give two answers. Personally, what she's working on, she's a member of an organization, it's a women's networking organization. And they meet once a month with a peer group, is actually interesting, this is now becoming a theme, a peer group. So, other women who are at her same level and sort of going through sort of the same things and they're all in the same macro environment.   And so, even if maybe some of them are not customer experience professionals, they're marketing professionals, most are in the start-up environment. But it's something that she's really embracing. And each month they meet and we all bring to the table something that they're facing or something that they're thinking about or challenge that they're going through with the company, and really working on being reflective, that is something that she's working on is, when you are in it every day with customers, you sort of create this world where you're sort of go, go, go, go go.   And she thinks that a little bit more reflection is always really good. And so, that is something that professionally she's working on is sort of taking those, it's only two hours once a month, but really taking the time to reflect like, sort of prepare for those meetings and sort of reflect on herself.   And then for her team, this might sound a little funny, but she's actually right now, hiring a new leader for the for the customer success team. And she's so excited to partner with this new leader because the customer success managers at ChartHop are absolutely phenomenal, truly phenomenal. And she's excited to get a leader in seat that is really going to work with them, both from a professional development standpoint, and also just a process perspective but really dive in and take that team to the next level. And so, that's really her focus is just finding and hiring such an amazing leader for an amazing team.   Where Can We Find Sarah Online   LinkedIn – Sarah Diegnan   Quote or Saying that During Times of Adversity Sarah Uses   When asked about a quote or saying that she tends to revert to, Sarah stated yes, that's a good one. One of the things she thinks about is, and the folks out there listening, and the customer experience org can sort of relate to this is that some days you show up and you have a list of things to do and none of those things get done. Because at the end of the day, we are going to follow the lead of our customers, and so, if a customer needs to talk to her, she's going to drop everything to talk to that customer and she's sure every single person that's listening does the same exact thing.   And so, in the moments when she's thinking to herself, “Wow, I am buried. Like, how am I going to get all of this done?” She goes back to something that her mom would always say to her, “It'll all get done, Sarah, it will all get done.” And it's something that she thinks about a lot. How it all gets done is sort of in the background, it's truly just believing in yourself, and believing that you're going to figure it out and having that confidence that as her mom would say, “It's all going get done, Sarah, it's all going to get done.”   Me: Thank you so much for sharing Sarah, for taking time out of your very busy schedule to hop on this podcast, have this great conversation, give our listeners greater insights as to what they can do, what they can improve on, what are some of the emerging trends that you've seen, the fact that we need to be more transparent, we need to be more collaborative. Some of the different applications that you've used and are continuing to use to enhance your work that you do daily to improve your productivity as well as to get your job done. And of course, working towards the overall goal which is to create that magical experience for your customers at ChartHop.   Please connect with us on Twitter @navigatingcx and also join our Private Facebook Community – Navigating the Customer Experience and listen to our FB Lives weekly with a new guest   Grab the Freebie on Our Website – TOP 10 Online Business Resources for Small Business Owners   Links The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni   The ABC's of a Fantastic Customer Experience   Do you want to pivot your online customer experience and build loyalty - get a copy of “The ABC's of a Fantastic Customer Experience.”   The ABC's of a Fantastic Customer Experience provides 26 easy to follow steps and techniques that helps your business to achieve success and build brand loyalty. This Guide to Limitless, Happy and Loyal Customers will help you to strengthen your service delivery, enhance your knowledge and appreciation of the customer experience and provide tips and practical strategies that you can start implementing immediately! This book will develop your customer service skills and sharpen your attention to detail when serving others. Master your customer experience and develop those knock your socks off techniques that will lead to lifetime customers. Your customers will only want to work with your business and it will be your brand differentiator. It will lead to recruiters to seek you out by providing practical examples on how to deliver a winning customer service experience!

@akinnier's success in growing Upside into a company driving $5B in commerce was informed by his years of experience leading product development teams at Opower, Google, and Procter & Gamble. He drops a lot of gems in this podcast!  upside.com

Alex Kinnier is the Co-Founder and CEO of Upside, a retail technology company that connects consumers with brick and mortar businesses to help communities thrive. Upside has given over $100 million in cash back to users and over $200 million in incremental profit to businesses. Alex began his career at Google, developing the agency display advertising team and leading the company's acquisition of DoubleClick. He was Opower's Senior VP of Product and Engineering and is now a partner at Builders VC.

Alex Kinnier is the Co-Founder and CEO of Upside, a retail technology company that connects consumers with brick and mortar businesses to help communities thrive. Upside has given over $100 million in cash back to users and over $200 million in incremental profit to businesses. Alex began his career at Google, developing the agency display advertising team and leading the company's acquisition of DoubleClick. He was Opower's Senior VP of Product and Engineering and is now a partner at Builders VC.

As co-founder and CEO of Upside, Alex Kinnier is working to personalize brick-and-mortar commerce to help communities thrive. His success in growing Upside into a company driving $5B in commerce was informed by his years of experience leading product development teams at Opower, Google, and Procter & Gamble. Outside the office, Alex is an ardent technologist and investor, always on the cutting edge of products with the potential to change the world.

As co-founder and CEO of Upside, Alex Kinnier is working to personalize brick-and-mortar commerce to help communities thrive. His success in growing Upside into a company driving $5B in commerce was informed by his years of experience leading product development teams at Opower, Google, and Procter & Gamble. Outside the office, Alex is an ardent technologist and investor, always on the cutting edge of products with the potential to change the world.

Guest Zach Servideo is an entrepreneur and the founder of Value Creation Labs® (VCL), a brand studio-growth accelerator. The 15-year consulting veteran has spent time in Boston, San Francisco and Los Angeles. Known for his boundless energy and storytelling prowess, Servideo is a sought out chief brand officer of sorts for companies looking to elevate their public presence and stoke growth. In 2021, he created VCL as a means to one day realize his vision to own and operate a venture studio. He's currently building toward that goal helping provide flexible consulting services to a range of companies. He also has an investor network betting on those same companies. Servideo nurtures a dynamic VCL talent consortium ranging from artists and writers to patent attorneys and bankers. He's currently working with a group of Boston-based tech journalists on a series of custom analyst reports for Silicon Valley Bank, New England Venture Capital Association, Glasswing Ventures and Accomplice. With Servideo serving as publisher, the reports shed light on innovations from Boston that are hiding in plain sight and yet driving global economic growth. VCL recently released its latest report on cybersecurity. Of course, he's also the founder and host of Boston Speaks Up (BSU), an innovation podcast visiting with inspiring people from all walks of life that is sponsored by Silicon Valley Bank. Founded in 2018, BSU helped catapult Servideo back into the Boston innovation community he spent much of the 2000s and early 2010s in, before a five year stint in Los Angeles. He began his career at Schwartz Communications in the mid 2000s before transitioning to a role at fama PR in 2009 which found him embedded in the Cambridge Innovation Center (CIC) community at One Broadway, Kendall Square. It was at fama/CIC where Servideo began honing the craft of developing brands and taking startups to market – Opower (acquired by Oracle in 2016), Suniva, TweetMyJobs, CloudLock, to name a few. By 2012, he took the entrepreneurial plunge, created his first LLC and developed a business plan to bring his abilities to Los Angeles at a time when ‘Silicon Beach' was just taking off. He spent 5 years between LA and San Francisco bringing companies to market and helping them reach successful exits – Klutch to eBay (2015), Epoxy to Vemba (2016), Watchwith to Comcast (2017), Beachfront Media to PSP Capital (2017), Whosay to Viacom (2018), Downstream to Jungle Scout/Summit Partners (2021) along with several more. For those listeners less familiar with Servideo's work behind the scenes, he's an active business development specialist working on an array of initiatives to support first time founders. For example, he serves as entrepreneur-in-residence at Endicott College's Angle Center for Entrepreneurship where he's a major catalyst behind the school's startup incubator and annual Spark Tank startup competition. He somehow manages to play soccer a couple times a week, coach his daughter's youth soccer team and train/compete in triathlons (with one 70.3 Ironman under his belt).

Today's we are joined by Julie O'Brien Ph.D., a behavioral scientist working at the intersection of wellbeing and technology. Julie shares insider knowledge into how companies of all sizes can use science to improve their customer experience. Tune in as Julie shares the seven most important behavior change principles for Experience Strategists.   In This Episode: [01:58] Julie shares how behavioral scientists collaborate in the creation of successful products and services. [04:11] Elements necessary for an innovation to be successful. [06:41] Distinctions between behavioral mapping and journey mapping. [09:44] Why it is crucial for companies to integrate behavioral science and behavior change principles into their work. [11:44] Why human factors are integral to behavior science. [17:21] Quick summary of the seven behavioral change principals. [22:39] Julie shares her thoughts on agency and how it factors into behavioral change. [28:30] Environment is an integral factor in human behavior. [34:04] Julie shares advice for Experience Strategists and companies large and small.   Key Takeaways: Behavioral Science offers a methodology and approach that can help people better evaluate all possible solutions to choose the one that has a higher chance of success. Companies need to incorporate behavioral science into their process so that they can design solutions that actually make sense with the way that humans behave. Behavioral science is really a broad interdisciplinary field that draws on many different perspectives that all help us understand human behavior in general. It's important for behavioral scientists to understand that removing agency is ok when people are active participants in the removal of agency. It's not ok when it's done without consent or awareness or to push someone's behavior towards something that is actually not what they want or not getting to an outcome that they care about. Bio for Julie O'Brien, Ph.D. Julie O'Brien is a behavioral scientist working at the intersection of wellbeing and technology. She's spent her career designing and testing scalable solutions that close the gap between what people want to do and what they actually do. She has spent her career bridging the academic world and the product world. She believes that basic research has enormous value to product and service design, and that everyone can learn to think like a behavioral scientist. To that end, she has developed a framework to introduce the underlying drivers of human behavior to product and service designers. She firmly believes that behavioral science can best solve real-world problems when integrated into existing systems in a holistic way, across multiple touchpoints and channels. Julie has designed products, started two nonprofits, and studied the full range of human behavior from energy efficiency to racial discrimination to diabetes self-management. She is the Head of Behavioral Science and Coaching at US Bank, a newly-elected member of the board of directors for the Society for Personality and Social Psychology, and a faculty member at the School of Visual Arts in NYC. She holds a PhD in Social Psychology, created the behavioral research function at Opower, led the health initiative at Duke University's Center for Advanced Hindsight, and most recently built out Applied Behavioral Science at WW. Learn more about her work and how to apply behavioral science at https://www.thinkbehavioralscience.com/

Today's guest is Apoorv Bhargava, Co-Founder & CEO of WeaveGrid.Apoorv Bhargava is the co-founder and CEO of WeaveGrid. The startup uses machine learning to help utilities predict and manage large spikes in power demand from electric vehicle charging to balance renewable energy production and reduce the need for costly upgrades to the grid. Apoorv has always been passionate about climate and energy his whole career. He previously worked at Opower and The Boston Consulting Group. Before that, Apoorv spent time at NRG Energy, Joby Aviation, and The Capricorn Investment Group. He holds an MBA from the Stanford Graduate School of Business and an MS in Energy & Resources from Stanford University. Additionally, Apoorv was featured on this year's GreenBiz and Forbes' 30 Under 30 lists.In this episode, Apoorv explains what motivated him to found WeaveGrid and the problems he observed with transport electrification and renewables' rise in the power sector. We also dive into a lively discussion on WeaveGrid's scalability and business model, how the startup navigates the complex utility ecosystem in the US, and roadblocks to successful grid electrification. Apoorv is a great guest. This is a fantastic episode for those interested in grid electrification and the energy transition.Enjoy the show!You can find me on twitter @jjacobs22 or @mcjpod and email at info@mcjcollective.com, where I encourage you to share your feedback on episodes and suggestions for future topics or guests.Episode recorded February 16th, 2022To learn more about WeaveGrid, visit: https://www.weavegrid.com/To learn more about this episode, visit: https://mcjcollective.com/my-climate-journey-podcast/weavegrid

Thomas Kramer, the Chief Financial Officer at IonQ, joins us in the next episode of the CFO podcast. Thomas is an experienced chief financial officer with an extensive background leading companies through rapid growth. At IonQ, he focuses on commercializing the infrastructure and managing the company's relationships with investors and the public markets. Previously, Thomas was the CFO of Opower, guiding the company through its initial public offering and its sale later to Oracle. He was also the co-founder and CFO of Cvent, taking the company from zero revenue through the largest private software financing in the United States at that time. In this episode, we discuss: - The company's life cycle - The evolving role of a CFO - SPAC IPO versus traditional IPO For more interviews from the CFO Weekly podcast, check us out on Apple, Spotify, or your favorite podcast player! Presented by Personiv https://insights.personiv.com/cfo-weekly

Today's guest is Jake Levine, Chief Climate Officer at the U.S. International Development Finance Corporation.U.S. International Development Finance Corporation (DFC) is America's development bank. DFC partners with the private sector to finance energy, healthcare, critical infrastructure, and technology solutions. DFC also provides financing for small businesses and women entrepreneurs to create jobs in emerging markets.Most recently, Jake was an Associate and Policy Advisor at Covington & Burling, advising clients on a broad range of policy, regulatory, litigation, and commercial matters related to climate, clean energy, and clean air. Before Covington, he worked as Senior Counsel and Principal Consultant to California State Senator Fran Pavley and Chief of Staff to the President of Opower. Jake also served in the White House Office of Energy and Climate Change. He developed innovative energy policies, including the most stringent fuel economy standards and the first-ever greenhouse gas emissions standards for cars and trucks. Jake holds a B.A. and J.D. from Harvard.In this episode, Jake and I dive into the U.S. International Development Finance Corporation (DFC)'s mission, why 95% of our projected global emissions will come from outside the U.S., and his role as Chief Climate Officer. Jake also explains DFC's process and approach to investing, the kind of capital they deploy, and their relationship with local governments. Finally, we end the discussion by exploring breakthrough tech versus deployment of proven tech and where DFC needs help. Jake is a great guest with a wealth of knowledge about international climate investing.Enjoy the show!You can find me on twitter @jjacobs22 or @mcjpod and email at info@myclimatejourney.co, where I encourage you to share your feedback on episodes and suggestions for future topics or guests.Episode recorded December 15th, 2021For more information about DFC, visit: https://www.dfc.gov/For more information about this episode, visit: https://myclimatejourney.co/episodes/jake-levine

Today's guest is Alex Laskey, Co-Founder and Executive Chair of Rewiring America.Rewiring America's mission is two-fold: 1) demonstrating that rapid electrification of all aspects of the American economy is the key to combating climate change, and 2) designing and promoting practical policies to accomplish it.Before Rewiring America, Alex was the President and Founder of Opower, the global leader in cloud-based software for the utility industry. Under his leadership, Opower grew from a two-person startup to a publicly-traded company whose software is used by more than half of the largest electric and gas utilities in the world. Today, Opower is a division of Oracle and delivers more than 6 TWh of energy savings per year to help homeowners save more than $1B per year on their energy bills. Alex is a Board member of Arcadia and a longtime Director of the Conservation Lands Foundation. In addition, he was a founding Commissioner on the Energy Transitions Commission and a board member of Advanced Energy Economy.I was excited to sit down with Alex and learn more about his climate journey. We discuss Rewiring America, the goals of the non-profit, and why energy grids and renewable power are vital to the clean energy future. Alex also walks me through his time at Opower, the unique idea that utilities can be customers, and Alex's career as a climate entrepreneur. Alex is an excellent guest.Enjoy the show!You can find me on twitter @jjacobs22 or @mcjpod and email at info@myclimatejourney.co, where I encourage you to share your feedback on episodes and suggestions for future topics or guests.Episode recorded December 10th, 2021For more information about Rewiring America, visit: https://www.rewiringamerica.org/For more information about this episode, visit: https://myclimatejourney.co/episodes/alex-laskey

Apoorv Bhargava, CEO and Co-founder of WeaveGrid, has dedicated his career to furthering innovation in the climate and energy sectors including prior work at Opower and NRG, as well as in management consulting and venture capital in the climate space. Apoorv holds an MBA and an MS from Stanford University, and graduated from Rice University with a B.S. in Chemical and Biomolecular Engineering and a B.A. in Economics. WeaveGrid's cloud-based software enables low-cost, hardware-agnostic vehicle grid integration that transforms electric vehicles into valuable assets for utility companies, supporting rapid transport electrification at scale.

1. Jake's early involvement in international energy working at Opower 2. The DFC's goals to reach net-zero emissions and increase climate-focused investments  3. How policy and finance structures can be utilized to address climate change with already existing technologies  4. The nuanced approach the DFC takes in identifying opportunities for investment

Today's guest is Jim Kapsis, Founder & CEO of The Ad Hoc Group.The Ad Hoc Group is a focused consultancy working to help startups succeed in complex regulated markets, such as energy, mobility, and smart cities. Jim founded The Ad Hoc Group to help startups and investors scale innovative businesses to solve our most pressing climate and sustainability challenges. Jim has been a Senior Advisor to Sidewalk Labs, Alphabet's urban venture, and spent six years building and leading the global regulatory team at Opower. Before entering the private sector, Jim was a climate negotiator in the Obama Administration, where he helped broker the Copenhagen Climate Accord in 2009. He has experience working across governmental agencies at the State Department, Defense Department, and Congress. Jim is also the co-host of CityLab's podcast, Technopolis, about how technology disrupts, remakes, and sometimes overruns our cities.In this episode, Jim walks me through his work in the public and private climate sectors and what motivated him to found The Ad Hoc Group. We dive into the company's mission and the bridge it's creating in the climate space. Jim also explains why policy is critical for early-stage climatetech and sustainability startups. Jim is a fantastic guest and has a wealth of knowledge for those interested in regulation, policy, and climatetech startups. Enjoy the show!You can find me on twitter @jjacobs22 or @mcjpod and email at info@myclimatejourney.co, where I encourage you to share your feedback on episodes and suggestions for future topics or guests.Episode recorded May 18th, 2021For more information about The Ad Hoc Group, visit: https://www.theadhocgroup.com/To check out Jim's podcast, Technopolis, visit: https://www.technopolispodcast.com/For more information about this episode, visit: https://myclimatejourney.co/episodes/jim-kapsis

It’s not often that a small startup has ties to Google and Bill Gates. Our guest today, Michael Sachse, the CEO of Dandelion Energy inhabits that rarefied atmosphere.Dandelion Energy was originally part of Google X, Alphabet’s so-called moonshot factory. And very recently, Dandelion received substantial series B funding from Breakthrough Energy Ventures, which is the VC arm of a Bill Gates – led organization whose mission is to help get the world to net zero carbon emissions.So what’s so special about Dandelion that it attracted this sort of attention? They are tackling one of the hardest clean energy problems we will face as we decarbonize, namely how to heat our homes without fossil fuels. Dandelion harnesses geothermal energy – which is itself not a new trick – but the way they do it and deliver it is indeed new. There’s tech and business model innovation involved, and since this is M4Edge, we’ll of course explore some policy issues, some labor issues and more. And you’ll learn what kind of outright ban Marco thinks would be in the public interest.Enjoy the episode, and thanks for being curious!  

What’s it all about? Addressing the heating issue through geothermal energy, even at a domestic level. I’ve seen Dandelion growing, and raising funds and thought it is a technology we haven’t yet covered on the podcast, so I was delighted when Michael agreed to join me and tell his, and their story, and how heat pumps are one more solution in our armoury. About Michael Sachse:  Michael Sachse is an experienced executive who has previously scaled start-ups through periods of rapid growth. Sachse was previously CEO of Stardog, an Entrepreneur-in-Residence at NEA, and Chief Marketing Officer at Opower, where he helped to guide the company through its IPO and acquisition by Oracle. About Dandelion Energy: Dandelion Energy's mission is to enable the widespread adoption of geothermal. The company offers homeowners affordable geothermal heating & cooling systems as an alternative to gas, oil, propane, or electric heating. Originally conceived at X, Alphabet’s innovation lab, Dandelion is now an independent company offering geothermal heating and cooling systems to homeowners, starting in the Northeastern US. The team brings leadership experience from X and SolarCity, and shares a personal commitment to mitigate climate change by making renewable technologies more accessible. Dandelion’s modern geothermal heat pump systems provide efficient heating, air conditioning, and warm water at significant savings over older fossil fuel burning devices. Dandelion systems eliminate the risk of carbon monoxide poisoning, improve indoor air quality, and allow people to reduce their home’s #1 source of harmful carbon pollution. Social links:  Michael Sachse on LinkedIn: https://www.linkedin.com/in/michael-sachse/ Dandelion Energy Website: https://dandelionenergy.com/ Dandelion Energyon Twitter https://twitter.com/DandelionEnergy Dandelion Energy on LinkedIn: https://www.linkedin.com/company/dandelion-geothermal/ About Hyperion Executive Search: Hyperion are a specialist executive search firm working with some of the most innovative cleantech companies in the world, helping to find extraordinary talent to enable their growth and success. Partnering with leading cleantech VCs, as well as directly with founders and entrepreneurs in the sector. With our clients we are transforming business and growing a strong and prosperous cleantech economy. If you want to grow your team, or move forward your career, visit www.hyperionsearch.com, or email info@hyperionsearch.com EPISODE LINKS David’s Fundraising page for Muscular Dystrophy - https://www.justgiving.com/fundraising/david-hunt42 Dandelion- How Geothermal works and installs - https://dandelionenergy.com/how-geothermal-works The Weirdest People in the World: How the West Became Psychologically Peculiar and Particularly Prosperous - https://www.amazon.co.uk/Weirdest-People-World-Psychologically-Particularly/dp/1846147964/ref=sr_1_1?dchild=1&keywords=Joseph+Henrich&qid=1618934866&s=audible&sr=1-1-catcorr Dan Carlin's Hardcore History - https://open.spotify.com/show/72qiPaoDRf8HkGKEChvG5q Follow us online, write a review (please) or subscribe I'm very keen to hear feedback on the podcast and my guests, and to hear your suggestions for future guests or topics. Contact via the website, or Twitter. If you do enjoy the podcast, please write a review on iTunes, or your usual podcast platform, and tell your cleantech friends about us. That would be much appreciated. Twitter https://twitter.com/Cleantechleader Facebook https://www.facebook.com/DavidHuntCleantechGuide Instagram https://www.instagram.com/davidhuntcleantech/

In this episode: Emily's conversation with Dan Yates, the co-founder and former CEO of Opower. Opower was based on a simple premise: send paper mailers to utility customers comparing their electricity use to their neighbors. And if people saw they were doing poorly, they'd make changes. It worked.Over time, Opower inked deals with the world's biggest power companies and started processing vast amounts of smart meter data -- making it arguably the biggest energy efficiency success story in business. The company went public in 2014 and was sold to Oracle in 2016.This conversation was recorded in front of a remote live audience in the summer of 2020.This podcast is brought to you by DLA Piper, a full-service global law firm that works with leading technology companies and their investors to meet all their legal needs. It's also brought to you by AES, a fortune-500 company helping organizations transition to new, smarter and cleaner solutions. AES is working toward a world that is 100% carbon-free.Powerhouse partners with leading corporations and investors to help them lead the next century of clean technology innovation. Our fund, Powerhouse Ventures, invests in founding teams building innovative software to rapidly transform our global energy and mobility systems. You can learn more about Powerhouse at https://www.powerhouse.fund/

You may own a small business, some rental properties, or are just tinkering with a new idea. Regardless of where you’re at in your entrepreneurial journey, you’re most likely trying to make something that will not only resonate with customers, but allow them to solve a problem in their life. So how do you make a product that accomplishes this to the fullest extent?Today we talk to Ben Foster, founder of Prodify and Chief Product Officer at WHOOP. Ben has been in this space for a long time, working with big names like eBay and Opower. After his initial success at corporate he founded his consulting firm, Prodify and has since then worked with 70+ different companies all tackling a common goal: make a great product.If you’re just starting out in your business, you may think the best course of action is to tack on as many useful features as possible into one product, but Ben warns against this. Companies that tend to do well with products are the companies that have a core competency and then build out from it.Great products also take market input from the customers that matter most. That doesn’t mean only the top 10% of users for an app, that means the bulk majority of customers who use the app. This is where many product teams get it wrong, and as you’ll see in the interview, there are a lot more caveats in product management than originally meets the eye.If you’re interested in product marketing, engineering, management or anything else related to building a great product, check out Ben’s book Build What Matters and of course, listen to this episode!In This Episode We Cover:What product management really is (and what the goal should be for teams)The difference between products for sale and product managementWhat makes a great product team How to achieve (and go after) product market fit When to release the initial version of your productWhich opinions matter most when collecting customer data Building an infrastructure so products can succeed from the startBad product traits to avoid when building out your productAnd So Much More!Links from the ShowOpowerE-bayDropboxMint.comIntuitWealthFrontMicrosoftAmazon HelloPolar WatchGarminLinkedInTeslaLeapFrogCheck the full show notes here: https://www.biggerpockets.com/bizshow90

This sponsored episode was produced in collaboration with GTM Creative Strategies and the Opower team at Oracle Utilities.The last two years have brought a surge of plans for zero-carbon energy from some of the biggest power providers in the world. Dozens of U.S. utilities have committed to decarbonizing by 80% or more by 2050."Two thirds of U.S. consumers are now served by utilities with carbon or emissions reduction goals," says Scott Neuman, group vice president of Opower, at Oracle Utilities.National Grid is the latest utility to up the ante. The electricity and gas supplier now wants to hit net-zero emissions by 2050."In terms of decarbonizing and reducing emissions across society, it can break out into three broad areas, decarbonizing generational power, decarbonizing transport and decarbonizing heat," says Badar Kahn, the presdient of National Grid US.In this episode, we’ll hear from Badar Kahn and Scott Neuman about how zero-carbon goals may reshape utility operations -- and reshape the role of the customer."We're taking everything we've learned, everything we've built, and focusing our team on changing behaviors that will deliver the greatest emission reductions as quickly, affordably and accurately as possible," says Neuman.Opower is working every single day to help your utility build a clean energy future. Utilities around the world rely on Opower to connect with their customers. Opower helps people save energy, save money, and adopt all the clean energy products & services we need right now.

Dan Yates and his co-founder Alex Laskey built Opower, an efficiency company that saves more energy every year than the hoover dam can generate. It was based on cutting-edge behavioral science -- but it wasn’t always clear how the science would play out.“It wasn’t okay with us to just know that there was going to be a result. It had to be a certain level, otherwise it wasn’t economic. And in the first few months, the results came in and they weren’t changing behavior. The floor fell out from under me. I said, ‘oh my god, we have no idea if this is going to work.'”Opower was founded in 2007 by Dan and Alex, two friends from Harvard. Dan knew software. Alex knew how to sell. And both of them wanted to build a company for environmental good.Opower was based on a simple premise: send paper mailers to utility customers comparing their electricity use to their neighbors. If people saw they were doing poorly, they’d make changes. It worked.Over time, Opower inked deals with the world’s biggest power companies and started processing vast amounts of smart meter data -- making it arguably the biggest energy efficiency success story in business. The company went public in 2014 and was sold to Oracle in 2016.In this episode, Powerhouse CEO Emily Kirsch talks with Dan about the science behind the idea, how Opower evolved and expanded, and why the company was eventually sold to Oracle.Listen to all our past episodes of Watt It Takes here. This series is normally recorded in front of a live audience. But we’re now recording the interviews remotely. See future events here.The Energy Gang is brought to you by Fluence, a global leader in battery-based energy storage technology and services. From commercializing the first grid-connected battery systems in 2008 to the multi-gigawatt fleet being deployed for customers globally today, the Fluence team is ensuring that storage is the cornerstone of the electric future. Learn more.The Energy Gang is brought to you by Nor-Cal Control. As a total controls and monitoring solution provider, Nor-Cal supports every phase of your project, from turnkey design solutions to post-OEM enhancements, troubleshooting and training. As the only system integrator in solar PV that comes from a traditional power generation background, Nor-Cal has earned a reputation at the “strongest in controls.” Learn more.

"So I think the biggest difference between somebody who's a founder and somebody who isn't is that there's no longer an off switch when you're a founder."On this episode of Think Like A Founder Maureen talks to Roderick Morris, co-founder of Lovevery, a child development toy company. Roderick talks about how becoming a parent shifted his approach as a founder, his time in the Peace Corps, and his dream job as an orchestra conductor. Think Like A Founder is produced by SNP Communications in San Francisco California. Learn more by visiting us at www.snpnet.com or connect with Maureen Taylor on LinkedIn to continue the conversation there. Series Producer: Roisin Hunt. Sound design: Marc Ream. Creative Producer: Eli Shell. Content and scripting: Mike Sullivan. Production Coordinator: Natasha Thomas. Thanks also to Selena Persiani-Shell, John Hughes and Renn Vara.

Produced by Foundersuite.com, "How I Raised It" goes behind the scenes with startup founders who have raised capital. This episode is with Jessica Rolph and Rod Morris of Lovevery.com which makes subscription-based play products for early childhood development. In this episode, Jessica and Rod talk about raising capital for Lovevery and how it contrasted with their previous startups (Happy Family, which was acquired, and Opower, which went public), how they practice a "humble hustle" approach when fundraising, how to put mind over emotion and get out of your comfort zone, the Boise startup scene, and much more. The Company most recently raised a $22.60 million Series B round of venture funding from Maveron, Collaborative Fund and Google Ventures (GV). The Chan Zuckerberg Initiative and Reach Capital also participated in the round. This series is produced by Foundersuite, makers of software to raise capital and manage investor relations. Foundersuite's customers have raised over $2 Billion since 2016. Create a free account at www.foundersuite.com.

Guest: Oliver Jay - Head of Global Sales & Partnerships @Asana (Board Director @Grab; Formerly @Dropbox, @NEA, @HBS) Guest Background: Oliver Jay is the Head of Global Sales & Partnerships at Asana. Prior to Asana, he scaled the Dropbox sales team from 20 to 100 people across multiple geographies. Previously, Oliver worked at Morgan Stanley and New Enterprise Associates (NEA) where he invested and worked alongside entrepreneurs in consumer internet, cleantech and enterprise SaaS companies. Oliver earned his B.A. from the University of Pennsylvania and his MBA from Harvard Business School.  Guest Links: Website | LinkedIn | Twitter Episode Summary: In this episode, we cover: - Top Talent: 4 Hiring Criteria & Step x Step Recruiting Process - The International Expansion Playbook - Upstream: Product-Market Fit to Freemium to Enterprise - Building Sales Engines - Self Serve, Online Sales, Enterprise, Partnerships & Channel - 3 Criteria for Picking Horses (the Right Hypergrowth Companies) - The Role of Unit Economics for Sales & Marketing Leaders Full Interview Transcript: Naber:  Hello friends around the world. My name is Brandon Naber. Welcome to The Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented and highly skilled Sales and Marketing minds on the planet, from the world's fastest-growing companies. Enjoy! Naber:  Hey everybody. Today we have Oliver Jay on the show. OJ is they call him. OJ is the Head of Global Sales at Asana, a $1.5 billion valuation company, a Unicorn with $213 million capital raised. Prior to joining Asana, he scaled the Dropbox Sales team from 20 to 100 people across multiple geographies. Dropbox IPO in 2018 $9.6 billion valuation. Previously Oliver worked at Morgan Stanley and New Enterprise Associates, NEA. We invested and worked alongside entrepreneurs in consumer internet, clean tech and enterprise SaaS companies. OJ is also on the Board of Directors for Grab, who has a $14 billion valuation and $9.1 billion capital raised. OJ earned his BA from the University of Pennsylvania and his MBA from Harvard Business School. Here we go. Naber:  Oliver Jay, awesome to have you on the show. Thank you so much for joining us. Oliver Jay (OJ):  I'm so glad to be here, Brandon. Naber:  Excellent. Thank you. It's July 4th. I'm sure you don't have anything better to do, so I'm really glad that you're spending it with me this morning. and I really appreciate your time. So we've got a lot to talk about. We're lucky enough to know each other personally and professionally, so I get to talk about some of my favorite things and hear about your story personally, and we'll hop into professional as well, hop through some of your career journey and ultimately, spend the bulk of our time in your professional journey, talking about a lot of the strengths, experiences, and ultimately superpowers that you've built up over time, that you've been able to study about, but also execute on that at several different, really, really high growth businesses. So let's start with on the personal side, little bit about you growing up, a little bit about what you were like as a kid. I mean, Hong Kong, Concord, New Hampshire, Philadelphia, New York, Boston, San Francisco, Sydney, San Francisco 2.0, been all over the planet. And I'd love to walk through you as a kiddo and talk about some of your interests, some of the things you're interested in, and then your journey through school. And then we can get into some professional stuff. Maybe in five to seven minutes, et's talk through what was OJ as a kid? Oliver Jay (OJ):  Awesome. Yeah. Well, so I grew up in Hong Kong. My parents are still there. And, I think even as a child I was always, I was the Lego kid, I was the builder. I was a total nerd throughout. And I excelled in math and science. Not a surprise. And it got to a point where my parents were , okay, math is only going to get you so much here. So they then sent me to boarding school in New Hampshire. Naber:  And that was St Paul's? Oliver Jay (OJ):  And that would be St Paul's. So I went there. That was my entry to the US was a ninth grade. Naber:  Nice. Excellent. So, what were some of the interests you had or the hobbies you had when you were a kid? Oliver Jay (OJ):  My main thing was tennis. Tennis was my major hobby growing up. And I think a lot of who I am came from just that sport, because that sport, just like any sport, requires you to be excellent. You just have to be, continue to grind away. A lot of, how I think actually came from that sport and competing, learning how to lose graciously, learning how to stay calm when there's, when it's things are looking rough. When you're down a set, what do you do? I'm thinking about how do you change your tactics in real time? That all comes from tennis. Naber:  Absolutely. Especially in an individual sport. We have to be so iterative. Where you do things a thousand times in practice, and it just becomes a transaction when you're in the actual match. That makes a lot of sense. So when you moved to St Paul's, and you were in Concord, New Hampshire, out of your comfort zone, tell us about that transition. And then let's talk about some of the things that you were interested in when you were in New Hampshire and high school. Oliver Jay (OJ):  Boy, so the interesting thing was Saint Paul's is one of the top high schools in the US, and that's pretty much all my parents knew. And my parents said, you're very strong in math and science, but your English sucks, and it's just really bad. And they're like, you need to supercharge that. And so they looked at the list, I think it was a US News and World Report list. And they had a couple rankings and some names that people have heard of, Exeter, St Paul's, whatever. And then so I applied and got in. And I mean St Paul's is a real school, in that it's academics is intense. And it's in the middle of nowhere. I mean, you're literally in the woods. I grew up in Hong Kong, I grew up in the heart of the jungle, a concrete jungle, and then I'm literally moved into a jungle. The school had, I think 200 acres. And I mean, it was nuts. But I learned to adapt. I learned about the American way. Yeah, it was tough, but it was certainly, also the best four years of my academic career. Naber:  Nice. Very cool. And did you play tennis when you were there? Or what were some of the activities that you were doing? Oliver Jay (OJ):  Yeah, yeah. I was on the tennis team, I was captain of the tennis team there. We were decent, we were decent. I did that, and then I was just lots of part of lots of clubs. But honestly, high school was tough for me. I didn't have that much spare time. Obviously, it should be clear, I have tiger parents, right? Obvious. So I did play a violin as well, but I was terrible at it. But I did the orchestra thing, but I was, I was so bad, so bad. But I survived, and I was okay. But I mean, I just, I worked so hard because my English level was far, far, far, behind my peers at school. Naber:  That must have been so challenging. Learning all that curriculum at such a high level, while you're learning how to master the English language yourself. That is immensely complex. Oliver Jay (OJ):  It was crazy. It was crazy. But, it changed my life. Because when I went to college, I studied philosophy, politics and economics. I went to Penn, right? So I didn't go to Wharton and just do a bunch of math and talking about strategy. I mean it's funny, I'm in business now. It's so easy compared to a career, or studying old philosophy texts, and debating, and writing papers or why you disagree with Socrates. I mean that's...But if I didn't go to St Paul's, and then of gotten out of my comfort zone, I wouldn't have done that. Naber:  That's cool. That's actually a really good way of looking at it. The most challenging class I think I've ever had in Uni was my logic class, my philosophy class - deductive reasoning, and logic, and going through all those different frameworks, and squaring everyone from old philosophers, and folks that...it's just almost, it feels it's impossible with their life experiences to contend and debate with. But that's, that's really interesting. You moved to U Penn. Why did you decide to choose U Penn? Oliver Jay (OJ):  Actually it was specifically because I really liked this program. So PPE, philosophy, politics and economics, is the most popular major in Oxford, in the UK. And Penn was one of two schools that adopted this program. It sounds fancy. Sometimes when I tell people that, it sounds I tri-majored. It's not true. It's more than one, but, it's this integrated curriculum of three disciplines that I think are really, really tied together. So that's why I went to Penn, for that program specifically. Naber:  Got It. So I won't tell anyone you didn't tri-major, but it sounds really, really stimulating. So you were at U Penn, What were some of the things you're interested in at U Penn? Before we get into your first job. Oliver Jay (OJ):  Like I said, Saint Paul's really opened my eyes to the world of humanities, and that's why I really loved that. But my interest had always been in business. You grow up in Hong Kong, you're going to be in business or you're a doctor, right? Or maybe a lawyer. It's just what you do, and it's in my blood. And so even when I was in high school, I was reading Peter Lynch books on how to invest. And so I've always been interested in business, but I took a couple of business classes and I was like, especially the management ones, and I was like, this is ridiculous. I'm not gonna pay this tuition to learn how to work as a team. Not to dismiss it, but I'm like, I don't think I'm going to have a chance again to, to read about Immanuel Kant, and how he thinks about the world. So in college, what I did was I spent most of my time academically on humanities, and then extracurricular was where I got scratch my itch on business. And my biggest thing there is I started the Wharton China Business Society. And back then, it was 2000. China had just gotten into the World Trade Organization, this was before China is the China we know it as today. But you knew it was going to be big. And it's cool, that society is still running now. I'm still getting their emails. Well they keep asking me to for donations. Naber:  That's how you know you made it. All right, cool. So you're you go through UPenn, you tri-major, obviously we talked about that. And you're interested also in studying business. I know you've always been interested in studying companies. I don't know if that's at the cost of studying people, but I know you've always been interested in studying companies. Is that when that started? Or did you get more practical with investing at Morgan Stanley, at NEA, at Harvard, before you started studying companies a lot? Oliver Jay (OJ):  I think the turning point was Morgan Stanley. I mean it was probably that summer internship. I just find it really fascinating. So when I got to Morgan Stanley, and I picked Morgan Stanley because I always liked tech as well. So I've always been a geeky, nerdy guy. And so at Morgan Stanley, I joined the tech team. And I ended up joining team that covered hardware. So companies Cisco, Juniper, and all the companies that died, Nokia, Motorola, they don't exist anymore, Nortel. But I just found it so fascinating to think about how a lot of these companies basically sell commodity hardware. A Cisco router is not that much better than Juniper router, or vice versa back then, at that point. Naber:  That's like a nightmare for software, I mean you're selling on features and pricing. Oliver Jay (OJ):  Exactly, exactly. And, but you were able to see very, very different trajectories. A lot of these companies no longer exist. A lot of them are still strong today. And that's just because of a different strategy that companies took. And I had the opportunity to go really deep. So that's why I joined equity research as opposed to a lot of my colleagues that joined investment banking to work on IPO's and deals. Because, it's probably my humanities background in education that I had led me to want to dig in deep, as opposed to more of a transactional finance job. And that's why I ended up in equity research. And through that experience I've really got to learn how to dig into companies. Naber:  Yeah. Very cool. That's a great transition. So while you're at Morgan Stanley...What's the top thing you learned from Morgan Stanley? The top learning you had, before you moved into NEA. And then we'll hop into NEA after that. Oliver Jay (OJ):  Ooh, top thing from Morgan Stanley. I actually, I have two things in my mind. So can I give you two? Naber:  Give me 10 if you want to, I've got time. Naber:  Yeah. Yeah. So the first, is I think of all places, I was extremely fortunate. And I had two great Managers at Morgan Stanley. They were my first bosses. And they say your first Manager really impacts you and your career, more than any other, right? I was just so fortunate because normally you don't get that on Wall Street. Naber:  Yeah. Statistics aren't on your side. Oliver Jay (OJ):  And I got placed with Scott Coleman and John Marchetti, and they were up and comers. And they rose through the ranks, and so they know what it took to move up. And they just had a very empowering mentality from the beginning. So they just pushed me, and I always asked for more. But every time, they just really gave me great feedback, pushed me, I learned so much. And they empowered me so much that by the second year I was they put me on stage at the Morgan Stanley tech conference, interviewing tech CEOs. And I was like 2 years out of school. And I think that was a very formative experience because I got to benefit from that, and I know what that did for me, and my career, and my confidence. And we'll talk more later about building teams and managing teams, but I've taken a lot of that philosophy from them. I was so lucky. I mean, that would be the number one thing. I will give you that, that was my number one thing I got from Morgan Stanley. Naber:  Nice. That's great. I mean, you're going to talk us through NEA. I mean you've worked for incredible companies, and you're on team building. Let's talk about that. Hiring great teams. One of the things that I know is your superpower from hearing from other people, from talking to you personally, talking to you professionally. But the result speak for themselves. You've hired incredible individuals that I know, because I used to work with them, or I know people that used to work with them, are just the best at what they do. And you consistently do it time, over time, over time. What's I'd love to hear is one, what's that hiring philosophy that you took away from those guys, as well as any additional things you've applied today? And then we can talk a little bit about your actual process. Because clearly there's something you're doing in execution that is better than most, if not better than almost all. So what is your philosophy around hiring that you took away from those guys as well as how you think about it? And then we'll talk through the process like, candidate profiling strategy, how do you attract and recruit, how do you close? So we'll talk about those things as well. So, what's on your mind? Naber:  I love building teams. I mean, it starts there...let me start with why I care about it. And I think for me, that's literally why I think...That's where I find meaning in my life. Bringing in high potential talent and seeing it grow, and creating opportunities. And I've always thought of myself, on my deathbed if I'm seen as the Y-Combinator of talent, I'll be really, really happy. And so because of that, I think that it impacts what I look for, because I really look for people who I believe we can go on a journey together, and they can learn from me and I can learn from them, and we're going to achieve great things together. That's the high level mentality that I have. I really don't look at...no matter how senior or whether someone's a fresh-out-of-school graduate. I think I can learn something. If I can't learn something from you, then I don't think you're a good fit. But that's how I see it. And so it's interesting, at Asana, we recently distilled down what are our Sales attributes, the hiring profile, not profile, but what are the attributes or values, depending on how you define it, that we look for. And I was very, very involved you can imagine, because in many ways I think I codified the things that I really value. So there are four pieces that I really care about in every single person that I hired. No matter, again, fresh out of school or you're going to run EMEA. The first is someone who really "pursues excellence". What I mean by that is, I want to see evidence that someone knows what excellence means. Because in high growth companies, you're growing 100%, 200% early on, 300% in the super early days. Every knows...information is everywhere now. So you can imagine you've got great competition. And so, you gotta go for people who really, really...Well, if you're not excellent, you don't even have a chance. You don't even have a chance to survive. And so, if you're fresh out of school, and I'm digging into your profile, and I don't see one thing...And I don't care, it could be a violin. If you've gotten really good at violin, I'm like, oh yeah. And this is sometimes why I think some of my best hires have been teachers. Because, gosh, if you can teach, especially if people from Teach for America, if you can teach math to inner city kids who have no interest in math, okay, you've pursued excellence here. And I think in this world, you either get it or you don't. You've either seen excellence, and you know what that means, and what it takes to be great, or you just don't. And it's very binary, and you can tell very quickly. So someone who does that is something I value a lot. The second piece is, we're calling it, you "lead with empathy". And in Sales, of course, if you don't have empathy, you're not going to understand your customer's needs, and you're not going to relate to them. You're not going to build a good relationship with them. But I think a lot of this is also empathy just in terms of how you work together, right? Like in Sales...you never win because of Sales. This is a huge thing, where a lot of times I've talked to other founders and they're like, oh, okay, it's time to monetize, but I need to hire some Salespeople. Those Sales people are gonna fail, right? Because Sales is just a part of a bigger engine, because you've got to work together. And working together is fricking hard. It's really hard. So if you don't lead with empathy, you're not going to know how to work together cross-functionally. In Sales, what do Sales people say all the time, every single Sales person, every single Sales leader, I need more leads. Marketing's not developing more leads for me. I'm like, okay, great. Tell me more. How could they be developing more leads for you? And why? Most people can't answer that. If you can't answer that, just like with a customer, you're not going to be able to partner with Marketing to generate the leads that you actually want, right? It's not transactional. So anyways, so leading with empathy I think is something really important. And really behind that, what I'm looking for is self awareness, right? In a fast growing company, you don't have the time to coach every single person. You really don't. I've got some Managers right now who are managing 14 people because we're just growing that fast. And I couldn't hire Managers fast enough. That means that of the 14 people, honestly, they're not each individually getting the top quality mentorship that, say, I got from two guys at Morgan Stanley. But, if I hire people who are self-aware, they're going to teach themselves. They're going to look for ways to learn. And that combined with pursuing excellence, you're going to get good people. The third piece is what I call, someone on our team defined it as, "do the hard". And this is simple, this is like, you've got to grind. I mean, no one has achieved excellence without grinding away. And Sales is really tough. I mean, literally it is the definition of a grinder job. But also, do you take shortcuts? Sometimes the hard way now is actually the easy way long term. And that's what I look for. Are you willing to do, the hard work today so they easier for you later. And the last thing we call it "ascending together", which is your ability to work as on a team. It's like, thinking like an owner, right? That's something LinkedIn, I think it was one of Jeff's big things. It's one of my big things too. I remember when I was Morgan Stanley, that's what John Mack said when he was running the company. Now this is a big bank, Morgan Stanley. When he first said that, I was like, yeah, how am I going to change the trajectory of Morgan Stanley as a first year analyst. But, I did think that way, I really did, and I love that. So, those are some of the high level qualities that I look for in anybody. Naber:  Nice. That's awesome. One follow up on that, that was really well articulated, thanks. And the one follow-up on that...Do you have a particular process you go through? Let's talk about hiring directly on your team, your team, your directs. Do you have a particular process you go through around candidate profiling, attracting that candidate, and you reaching out to them either personally, or the message that you craft? Going through the recruitment, and interviewing process, and then closing. Do you have any tactics that you think completely set you apart from, maybe what other people do, just based on the results that you've gotten? You know that they work. Oliver Jay (OJ):  I don't know if it's differentiated, but I'll tell you how I approach it. I think the first step is you really have to understand the nuances of the role that you're trying to hire for. This is a mistake I see a lot in companies. Especially early stage companies, at some point they have like 10 Salespeople, they're hitting quota, kind of. And then the Board's like, you need a VP of Sales. And then they go and the hire some kind of recruiting firm, and they load them up with VP Sales candidates, and they just hire someone to do VP Sales. And that happens every day. And, I think there's so many nuances to the rule. What kind of Sales? How do you want to build it? And, what types of talent would you want this person to bring in? And, so I am a big believer that you don't know how to hire for that role unless you've done that job yourself, for at least a quarter or two. I think as you get better, you use pattern matching and shortcut. But in the beginning, you have to do it yourself...in the Sales world, so you know what type of companies are you really, really going after and such. And so that's my first step. Because even though I'm desperate for bandwidth, and I would just love to hire someone right now to just take the job, if I don't dig in myself, I don't think I'll hire her right, the best person for that job. So that's first, and I think that helps a lot downstream, and I'll come back to it. Second is, I leveraged my network. So I leverage my network, and I go talk to people. You and I have talked. I'm like, hey, I'm looking for this person. And now I know what I'm looking for, right? Who's the best two people you know? And I don't need to recruit them, but I want to talk to them. Naber:  You do this a lot. You do this a lot. To the point where sometimes I know you're in the market for someone because either I'm close with someone that might be one of the best in the market, and I'm hearing that you had a conversation because he or she and I will talk, and hear that, OJ had a conversation. You do this, it is perpetual, it is in your nature, perpetually to do this all the time. Oliver Jay (OJ):  And I think part of it is, I find it interesting, right? It's like, you get to learn. It's free education, why not? And so I constantly do that, that's true. And then I get referrals. I remember when I moved out to Australia to run, to start Dropbox APAC, and back then LinkedIn when you were there, LinkedIn was one of the top SaaS organization. Smaller than Salesforce, but the talent was super high quality, right? I canvas the top three layers. I talked to every single person across Sales, Marketing, Talent Solutions, everybody...and that's how I met great people Gareth. So, that's step two. Step three is then obviously building that list and talking to people. And I think this is one where, I don't know if it's different, but I do it myself. I do it myself. I reach out. I mean, I'm looking for a Head of BD right now. I'm the one who's InMail'ing people. I don't outsource it to a recruiter. And I think that makes a big difference. Because if you're a top talent, you want to hear from...you want your best shot at this person, right? So I do it myself. And when I get in touch with these people, and I think this is where having done the job yourself for at least a quarter to really, really make a difference, because then now you can talk about the role in a much more sophisticated way. You're not like, I'm just hiring someone to run east coast...Someone is interested it when you're able to map the distinct qualities needed for someone to be successful in a certain role, and why that candidate is a perfect fit. Naber:  There's something ultra sexy about that. There's something ultra sexy about that from a candidate perspective. Oliver Jay (OJ):  Because the candidate, people have choices. There's so many great companies out there. And what candidates want to know, ultimately no matter where and who, is that they're going to be set up for success. And so I think that comes across when you actually know what you're looking for, and then you can talk about why that person...Hey Brandon, I'm talking about you, and you specifically, because of XYZ, and that XYZ is exactly what I'm looking for. And that makes it a lot better. And then I also think a lot, again, you gotta develop that relationship, especially if you're hiring General Managers...If you treat it as just a process, that's where I've seen these things fail. I mean, I've seen bad hiring practices, even at Dropbox where I was, where you meet a lot of hiring mistakes. It was when you make these critical roles that you just rush through a process. I'm gonna go find an executive recruiter from, they're gonna bring me 20, and then I'm going to whittle it down to three, bring people back onsite, pick one. Those almost never work out because you don't have that trust developed, or you can't close. Because that trust has not been built up throughout the process. Oliver Jay (OJ):  Those are great. Those are great. All right. I feel people are going to be furiously writing down notes in audience, much slower than you can talk about this stuff. All right, let's move into NEA...So you're at Morgan Stanley, you make the jump to NEA. Why do you make that jump? What are you doing there? And then I've got a couple of questions for you. Naber:  Cool. NEA was the world's largest venture capital fund. And back then they were, they had never hired pre MBA analysts before, so I was a guinea pig of the first class. Essentially all of these partners just wanted people to do their work for them. And fast forward, now NEA I think has 20 analysts because it's like, wow, that's great to get people to do great work, do all that work for them. NEA - why did I join NEA? Well, first why did I join venture, go into venture capital. And when I was in equity research, I got into the business of studying companies, and giving buy, sell, neutral ratings on every stock, right? You go to CNBC, and there's someone talking about their stock, that was me. Well, that wasn't me, I didn't go on TV, but that's the work I did. Behind that analyst on TV, there's some baby, junior OJ who is crunching numbers. What I realized about my job that I liked was actually understanding the company, the strategy of companies, and the technology of companies. Back then, that was right when iPhone came out. And I made a bad call, by the way. I was like, Blackberry, RIM, remember Research in Motion? Blackberry is for consumers. Remember this company called Palm - PalmPilot remember? Palm is for prosumers. When the iPhone came out, I was like, this is for consumers. Don't worry. Buy more Blackberry. Buy, buy, buy. Obviously I was wrong. But anyways, I love that analyses. What I did not care about was the actual finance. I can do the job, but whether Cisco is going to trade to 35 or 33, I just didn't care. It was almost too easy. It was like, okay, I can look at a stock chart, after a month be like, okay, it's going to pop back up. Naber:  Humanities OJ comes out again. Oliver Jay (OJ):  I think so. It's just not for me. It wasn't fulfilling. if I made a really great call, and I helped a client make a ton of money, I just didn't find that rewarding. So, venture sounded interesting because it sounded it was like, okay, I'm still leveraging some of my analytical background, but I can dig deep into strategy and technology. So that's why I learned to venture. And there was a really a crazy adventure where I got to work with a great farm. Also, so fortunate work with some such great Managers, who empowered me and challenged me. And that's when I got closer to entrepreneurs, and founders. And my job there was due diligence for deals that came in. NEA got great deal flow because it was one of the best firms. So the pressure was more on diligence, and then working with companies, which is great. And then as I worked more with companies, and if we fast forward, that's why I ended up working as, becoming an operator. I was like, wow, that seems fun. It was funny because it gave me that kind of exposure. Naber:  Nice. I read a quote that you had mentioned, in a couple places, that you saw the fun the operators were having, and you wanted to hop on that side of the coin. And I think it's well said. So when you were there at NEA, I've got two particular things that over your career, you've been good at...But since we're on NEA, and you've had a ton of exposure to a lot of different types of companies and deals, it could have been one of the places where the seeds were planted for these two things. The first one is around picking horses, picking the right companies that are going to take off, and understanding the process you need to go through in your mind for one, picking that business, and two, evaluating as to whether or not you would want to hop on board. You've done an amazing job with evaluating them for the companies that you've joined, Dropbox and Asana as an operator, as well as a bunch of businesses you've helped, either been a Board Observer, or you've been a Board Director on a bunch of different types of companies. So when you're thinking about picking horses, what is the criteria you think about for joining a company? And like you said, people have options that are the best...that it being worthy of one, you looking at it, and two, you hopping on board? Oliver Jay (OJ):  Yeah, it's I absolutely learned that from venture. And as a result of that, I look at everything from a investor lens now. When it comes to picking horses, I think...two of the most legendary investors in the valley, Dick Kramlich was a founder of NEA, and Forest Baskett who is still a GP there and just incredibly smart. Basically, when Tableau was founded, he worked with the early founders in the NEA offices to start Tableau. And I asked them, hey, what's what's the secret? Because there are some venture investors that are just clearly better than others. What's the secret? Naber:  Yeah, top quartile year over year. Oliver Jay (OJ):  What's the secret? I mean, when I asked them, I was amazed...Dick was like, find companies that are going after really large markets. And you're like, okay, duh. Naber:  Let me just write that down. Oliver Jay (OJ):  But as I've matured, and I've looked into different companies, and how markets have matured, I can't tell you how many times I've told people on my teams who want to go to some company gave them some VP Sales job, and it sounds great, but the category is just not that big. And I think that's number one, you have to pick a company that has an exploding market, and most importantly is timing. Is the market about to explode now. Let's take a couple of examples. Let's look at Zoom and Slack, two examples recently. Zoom was one of the best IPO's of all time. I mean incredible IPO. Messaging, I mean, I remember the days in 95 when we were using ICQ. I don't know if you ever used ICQ. I still remember my ICQ number, right? We were messaging. Slack versus ICQ, or later MS Messenger, is honestly not that different. And then there was Skype in the middle. So, why is this so different? Do I really believe that the UI is so amazing that that's the reason. Like, okay, maybe, but I don't know if that's a $20 billion difference. It's just that somewhere, in the B2B world around 2014, the market tipped. There was a need in the market for more dynamic communications because the pain of email was just too high, for that use case. And CIO's started believing in it. And that's when it tipped. And that market, the enterprise messaging market, basically tipped in 2014 to 2016, I would say. In those two years the winner, it's a winner take all market...There's good research that shows that when a category tips, you get a flood of competitors, and then within two years, 18 to 24 months, the leader ends up taking I think 78%, something that, call it 80% market share of the market. But if the market is huge, you can go into a big market and you'll still be okay, right? Remember there's a company called Jive, right? And remember Yammer? Remember there was a Chatter? All the still did okay, but if you want the get the $20 billion market cap that Slack got, you have to be the winner during that window when the market is ready to tip. And I would say the same thing about video conferencing. Zoom...this is nothing new. I mean, that's how my wife and I developed a relationship, right, over video conferencing, over Instand Messenger - AOL, by the way, another messaging tool. And look, somewhere between 2015 to 2017, maybe even later, was when the need really, really tiped, and now you see Zoom taking off. And you and I now, we're doing this podcast via Zoom, and we use it all the time. Same thing with file storage. Dropbox, is generating $1.4 billion in recurring revenue for file sharing. Naber:  Fastest company to $1 billion for a SaaS business ever? Is that right?...ARR. Oliver Jay (OJ):  That's right. That's right. And they didn't invent file storage. I remember when I first used Yahoo in 1995, I got to upload a file into Yahoo, and then download it when I was in the library. It was life changing. Yeah, it was amazing. So it's not new. Cloud storage wasn't new. It's just that the market tipped at that point where people were starting to move away from servers. And in 2013 to 2014 was when mobile adoption in the enterprise had hit a certain rate, and that's when you needed cloud storage. Because on mobile, you can't access files anyway. So number one, you've got to pick a huge market, and most importantly, you've got to join that market right before the market tips. And so you have to make a call. I joined Asana when people were like, what is this project management thing? I don't know what it is. Forrester and Gartner haven't written reports on it yet. But I asked the most progressive CIOs, what's next? They're like, well, I just put in Slack, and now all my work is fragmented even in more places than before. I need something to pull it back together. So I'm going to look into this project management, work management space. And I'm like, oh, interesting. So I developed this hypothesis that the capstone of the new modern collaboration stack is going to be something like Asana that pulls things back together, at least for the things that I really did matter to that company. And I'm seeing that market...we are in the heart of the race right now, that 18 to 24 month window. So that's number one. Number two is obviously what people generally look for which is technology, right? If this market is going to tip, does this company have the right technology to win? And this is very much a venture thing, where you need to some make some calls on the architecture, how they built it. What are customers saying about the product, right? That's when you get some feedback. So the second thing is, does this company have the right product to win the market. Because I do think, especially in the B2B now, SaaS more and more, is dictated by the end user and what they use. So you gotta make sure you're the one that people are gonna pick. And then the last part is, do you have the right team? Does this company have the right team that you're going to back? And that's probably the number one thing, besides the size of market, that venture capitalists bet on, is the people. Because early stage you don't really have much of a business yet. Or even a product. And I think in terms of picking companies to join, same thing, right? Let's say you join a Series C company, what is the management team? What are the dynamics? When things go south, which always happens, how does that management team work together to solve them? Or is there finger pointing? 90% of the time it's fingerpointing. 90% of the time Sales says Marketing didn't generate enough leads. Well, no, let me start...Customer Success and Support says Sales as closing crappy deals. Sales says well, what do you expect? Marketing is driving these bad leaves? Marketing goes, well, what do you expect our Product is missing all this stuff. Product goes well, that's because design is a bottleneck, and it's not shipping. We're not shipping fast enough because design is not ready. Design is like, well, you know what, it's not my fault. I can't hire enough designers, it's recruiting, right? Recruiting..it just goes on. And when I say 9 our of 10, I think that it's 9.8 out of 10. And I made this mistake myself. Before Dropbox, I joined a company that I probably shouldn't have. So a lot of people look at the company profile, and the executives, and where they came from. Oh, this person was at Google for 20 years. Well, you know what, so have like 10,000 other people. And you've seen this at LinkedIn, not everyone's a star at LinkedIn buddy. A lot of stars. But, quite a few duds too. Naber:  Totally. I mean, nature of large numbers like that, for every one of those businesses. Oliver Jay (OJ):  Totally. Totally. Or they haven't seen the right stage that's relevant for your company. So, finding the right team that you think you can bank on just to get through the hard times is really, really important. Don't just look at the profile. Naber:  Nice. Awesome. Great answer. Okay. So, we've gotten through NEA right now. At this point, I believe you jump into Harvard, correct? HBS. Oliver Jay (OJ):  Yeah. Naber:  Cool. So take us through the reason you decided to go get your MBA. Why Harvard, which may be self-explanatory. And then take us all the way up through your decision to join Dropbox. So through that period, Scientific Conservation, Harvard, etc, up through the point where you're joining Dropbox. And then we'll talk about what you were responsible for there. And I've got some, a couple of questions for that. Oliver Jay (OJ):  Yeah, sure. So I decided when I was at NEA that I wanted to be on the operating side. So I was like, they have all the fun. I didn't understand how much pain they had either, honestly, but I was like, it sure seems fun. And, the short answer of why I decided to get my MBA...I was like, okay, well if I got into a great school, I might as well take a break because I'm going to make this career switch anyways. So I'll just do it. And that's literally the logic. And this was mainly...I remember one of my mentors at NEA, John S., who's a fantastic guy, fantastic...Remember remember there was this company called The Ladders? Naber:  Yeah, of course. Yeah. The $100K+ jobs is their thing, right? Oliver Jay (OJ):  Yeah, yeah, yeah. What happened with them? Naber:  They died. I have no idea. It was almost overnight. Because I remember, I mean, I did a lot of research on ladders for at some point in my career. Anyways, I don't know, they just died at some point. Oliver Jay (OJ):  So we we're going to meet with The Ladders in New York. I remember this clearly. This was right around the recession starting, and John's just like, you need to apply to business school. And this was October, and the deadline was coming up in December. So I was like, all right. He convinced me that would be good. I mean, I might as well, I'm going to try it. John's like, you're probably not going to get in, and that's cool, but why not try? Because getting into business school, certainly getting into HBS, is a total crapshoot. It's a total lottery. Yeah. I got some friends who were way more qualified than I am and didn't get in. And I now know it's for sure a crap shoot. So anyways, I applied. And I only had time to apply to one school, and that was not the plan, but I just didn't have time because I had to take the GMAT, write the essays, get the recommendation, all that. I only applied to Harvard assuming that I didn't get in. And then I got in. Naber:  Stop it. Hold on. This is unbelievable. Hold on, hold on. So you only applied to Harvard and you got end up... Oliver Jay (OJ):  Yeah, it wasn't because I had so much confidence or that it was the only school that I would go to. I was gonna apply to like five. But dang it, man, these essays, they take like...I haven't written these essays in a long time, and they go back to humanities OJ. It took forever. I just didn't have time. I think the the application was due January 1st or something, and I remember over Christmas I was writing these essays and I was just like, I don't have time for this. And I just applied one. I really didn't think I was going to go to business school, and then I got it in. And I'm like, oh, okay. I guess I'm going. Naber:  No one can see me losing a right now. Laughing silently while I'm listening to this, and not believing it. This is a great story about getting into Harvard Business School. Such a good story. All right, so you're at Harvard, what's the biggest thing you learned there? And then take us through up to you joining Dropbox. Oliver Jay (OJ):  Ah, man. Yeah. So Harvard was great. Naber:  You must have met some really cool, interesting people. Oliver Jay (OJ):  I met some amazing people. And people that I considered to be my best friends today. That's where I met the co-founders of Grab, I'm on their board now. I met a lot of great professors.Look, I think the thing about business school...A lot of people poo poo on business school. They're like, it's expensive, you don't learn anything, it's just networking. I mean, I call bullshit on that. Because I'm a nerd, I to learn. And so I studied. I'm like, wow, this is interesting. And I'll tell you at that point I was going through this big clean tech phase in my life. I was really interested in clean tech. I was doing clean tech investments at NEA. I was part of the environment group at HBS. I was super active. I thought I was going to build a career in clean tech. And now that I'm selling productivity software for the past seven years, it's given me a different kind of perspective looking back. But I was so into clean tech. And I met some great people through that, through other who have similar interests. But I'll tell you, so my first job was Scientific Conversation - they basically sell building automation software to help optimize the equipment in commercial buildings to optimize their energy spend. Think of it as HVAC optimization software. I would not have been able...and I took a Sales role coming out of school, which is interesting because very few people go to HBS to come out to be a Sales guy. It's pretty rare. And I sold to real estate developers. And if I did not take a real estate class at HBS, I wouldn't know how to speak that lingo. Cap rates, and TNI, and whatever. I mean it's just, there's different things. I learned that from school. And then what was really interesting was then Scientific Conversation went through a big period of restructuring. And I had to be a big part of that. I took this class called turn arounds, because it's a new topic, when you learn about - how to turn around companies? How do you learn about bankruptcy law? You learn about how to negotiate with your creditors so you can live to die another day, so to speak. And then I used those skills. I literally looked up my notes on bankruptcy. Because I would call our creditors, and it'd be like, hey man, we're about to go under here. I'm going to give you, I know I owe you $2 million, I'm gonna give you $2,000, or you can have a shot at bankruptcy court. Anyways, long story short, business school was awesome. I met great people, and I learned a ton, got great exposure, and I actually implement the things that I learned. Naber:  Wow. That's great. Great Story. Okay. So Boston, Beantown, you leave. Scientific Conversationis next, you join in a Sales and Partnerships capacity. Every Harvard Business Schoolers dream, joining Sales right after that. Oliver Jay (OJ):  That's why you go to HBS. Naber:  That's right. #HBS. So what is the biggest thing that you learn at that business, and why did you join Dropbox? Oliver Jay (OJ):  Well, a lot of my lessons learned around the people, in part, was what I learned at Scientific Conservation. It had on paper, all the things that most people look for, right? I said, oh, pre rocket ship, hot industry, a team that looked really, really strong on paper. That's what I went for. You know, hypergrowth. I remember Kleiner Perkins, NEA, Accel. Everybody was like, this is the next one, this is the next OPOWER. This is the commercial version of OPOWER. I thought it was the best thing. But you know what, just didn't have the right team to execute going through the tough times. and that's what I learned. That's honestly the biggest lesson I learned. I met a lot of great people. But that's where I really realized, wow, so much of execution is the people, and the chemistry of those people. And that's what I learned there. So why did I Dropbox? Honestly, I mean...we had to do a big turn around in Scientific Conservation. Within a year we went from 30 people, to 180 people, and then I had to play a big part in restructuring down back to 90 people, and then down to 50 people. I mean it was a year that felt 10 years. So Dropbox, I showed up, people on scooters, drinking from coconuts...you've been to the office. It was just a different world. I'm over here trying to make payroll, literally. There was a payroll period where I... Naber:  And letting people go daily. Oliver Jay (OJ):  Ugh, brutal. People always ask, what's the biggest done, whatever. I'll say the biggest deal I've done was in...I broke my lease, the Scientific Conservation lease with a real estate developer...Because we had signed this Embarcadero Bay Bridge View Office for a seven year lease, even though the company was making zero in revenue, so that tells you something. But thankfully, the one thing that went in our favor was the rental rates have actually gone up in SF. Far, far greater than our committed rate of increase in her seven year lease. So they way I made payroll was, I went to the developer and I said, I will break the lease if you give me x amount of money. Well, they didn't know it was how we were going to make payroll. It was hilarious. And then negotiation, at the end the thing that clinched the deal was office furniture. I was like, I'll throw in the office furniture. Naber:  Stop it. I always find it mind blowing when in residential, someone rents someplace for like, a few grand more a month just because the furniture's included. And that was your deal with the developer. That guy has done tons of deals, tons of deals, and this guy closes over the furniture. Oliver Jay (OJ):  Honestly, I probably would have gotten it done anyways. I was actually in my head thinking, I don't want to pay to get rid of the furniture. That was what was going to be my head. Naber:  Oh, that's a good win-win. All right, so you join Dropbox. There's coconuts, there's cupcakes, there's all of it. So walk us through in one or two minutes, what you were responsible for and the jumps that you made at Dropbox. And then I've got a few questions around some of your super powers, okay? Oliver Jay (OJ):  Yeah. So Dropbox I went in as one of the first business generalists. There wasn't a role, it really just do everything. So, looking to our payments gateway infrastructure, looked into capital financing for our data center to help raise capital. I looked into real estate because they're like, oh, now you're a real estate pro from my background. So I had to try to figure out finding office space. Andthis was all in the first three months. We were moving so fast. And and then there was this business called Dropbox for Teams that was starting to grow really, really quickly. And the Head of Business, our COO was like, can you just take a look at that. Basically, do the Sales Ops work to see what's going on. And that's how I got into it. And then one thing led to another. So took that role on, started adding some visibility into the business. And then moved into actually managing part of it. And ended up running a lot of it, growing the North America Online and Inside Sales teams to 70 or so people. And then got the opportunity to co lead our APEC expansion efforts. Naber:  With Tony, is that right? Oliver Jay (OJ):  With Tony, that's right. And they're like, all right, figure it out. I mean, that was it. Figure out APAC, period. So then we did that, that led to both of us moving out to APAC for a year and a half. Started the Australia office, Japan office, I was gonna think about Singapore, but didn't end up doing Singapore. Also looked at Latin America, when the new CEO joined. He's like, well, there's another continent. Someone's going to look at it. And they just put it on our plate. And then did that for a while. And then when I came back to the US, transitioned into the Corp Dev team, so think about M&A at Dropbox. And then through that experience I realized I really missed building teams. Which is why I went back to the Sales world at Asana. Naber:  Nice. After hearing your story, and I saw a lot of firsthand when I was working with teams at Dropbox and I'm working with teams at Asana, now I get that, why you made that jump. Or at least why that was the right time in your life, and in missing teams to want to make that jump. Wow. That's really interesting. Okay. So a couple things about Dropbox. There is a theme, and you've done this really interestingly coming at it from, let's call it the Sales Ops angle first, and then jumping into manage these teams. Which some of the best operators I know from a Sales and Marketing perspective, have come from the Ops side. I look at them as the Ying to my Yang. They speak a beautiful language and I want to hear all of it. So as you're doing that, you're building things from scratch. And you are building at one phase at Dropbox, and you go through a lot of different phases of growth in your international expansion playbook. You're also going through phases you've been in before at Asana, and planning for phases that are things you've seen before, and things you know a lot about. So let's talk about your international expansion playbook. As you're going through phase by phase, and one, making the decision as to whether or not you should do it in the first place - Expanding outside of, let's call it the US for now, into other markets? And then two, once you decide yes through that evaluation process, you want to go about doing it. What's your step by step process you're going through in order to expand internationally? You can use the Dropbox example or the Asana example, or both, If you just want to say, hey, this is what we did then and this is what we did then. But either way, what's your phase by phase and step by step approach as you're executing on this expansion playbook. Oliver Jay (OJ):  So I think the first is understanding that international operations is not...Adding international operations is, honestly from management overhead perspective, it's the minute you go international, for every new region and office you add is equivalent of adding two, and the next one you add is like adding three. There's a complexity, the overhead is so much more, and sophistication is so much greater. And that's not to say it's not worth it, right? Obviously I do it, but it's something that I think you need to be really, really honest with yourself, with your teams on whether or when are you ready for that? Because honestly, one of the things that I think about is, most companies go international too late, right? I think Slack is a good example. Slack to me, and I have a lot of good friends at Slack, so maybe you have to delete this. But, international is only 30% of their revenue, or 35% of their revenue at this scale. And I think Microsoft got a jump on them internationally. Well Microsoft has a jump on everybody, but especially internationally. And so, you want to go fast, but you got to make sure you commit. So step one, before you commit 100%, what you can do is just play the digital game. Localize your product, localize your ads, localize your website. And I would say probably even in that order. Again, it depends on what product you have, right? But if you have a user facing product...and in Enterprise it starts with the product. In many countries you may have one or two people who aren't very comfortable with English, but the rest of the team may not be. And you're not going to get good adoption that way. So I think that's important, localize your product, as long as you feel you have enough confidence that it's worth the engineering investment. Because it's a big investment. There's a certain threshold where you're going to start seeing...Whether it's tickets that come in asking for your language, or your community, you'll get that ask. Yeah, I mean, maybe French and Spanish, the website, that's as an obvious one. But what's interesting is you can some good lift from just localizing the ads, in Dutch or Japanese, and it points to an English website. You're still going to get some incremental dollars there. So play the digital game. And then at some point, and you have to come up with a framework, and it's different company to company, and you don't have to be that Scientific. But at what point do you feel you're ready to go open an additional office? And almost always, you'll see English speaking markets adopt first - UK, Australia, are the next two, and Canada. Large markets that, for many reasons, and we're not gonna have enough time talking about them, but they usually are the next to adopt technologies. And so your next move almost guaranteed is going to be somewhere in Europe, right? And you pick between Dublin, Amsterdam or London and we can talk about which one, why, but it's going to be one of those three almost guaranteed, right? So setup your Europe hub. And then depending on the type of company, you can think about growing from there. So then the most obvious, next markets would be France and Germany in Europe. And so then you got to make that decision on whether you want to service those markets in whichever hub you've picked, or you go even more local. And I think that depends on the type of company that you have. We talked about Australia, that makes a ton of sense already. The minute you're looking into the UK, if you have the bandwidth, you should look in Australia as well. I would think that the market demand would be equivalent in terms of the time. And then Japan. Japan, people forget, is the second largest IT market in the world. And they're early in their cloud adoption. But for SaaS companies, it's really starting to take off. And so Japan is a market where investing in early can pay off dividends three, four years down the road. Japan is Slack's number two market. It's Salesforce's number two market. But it takes years to build up that market. And so you can start thinking about that. So the order of sequencing, I guess I'm not even...I guess I've done it enough now to just know the sequence instead. I mean the first time I did this at Dropbox it was like, okay, how many users do we need to see before we go green light here? How much revenue? How many businesses? How many domains we want to see? And, I've traveled so much in the last couple of years. This is the order that I would go in, Naber:  Good one. Awesome. You know what's really interesting about that, is you mentioned you've looked at the data, and from the data side it says to do this, this, and this. What you're saying is don't necessarily do the work that everyone else has has done. This is an all likelihood, the chronology of the markets that you will go into next. And that's really interesting. Don't redo all the work. Do not reinvent the wheel. I have two follow-up questions to that. One is how do you know whether to hire local, even more local, versus doing it from a regional hub? How do I know whether or not I should sell from Dublin or London or Amsterdam into France, Germany, Spain, Italy, some of the Nordic countries, etc? Or hire local in that particular market? And by that I mean, when do I do it? And I'll ask the other question after that. Oliver Jay (OJ):  Yeah. To me it all depends on your target audience. Who are you trying to go after and how? So if you're going after SMBs, this is primarily going to be Inside Sales function. You're not showing up. It's not a relationship sale. Then there is so much value in centralizing to the last minute that you can because you're still trying to figure it out. So Asana is small deals, we start with small teams and then we expand them. And, we essentially have a big machine in Dublin. Why? Because the French rep who has learned some new insight selling to Mid-market & SMB companies in France can share with the Nordic Rep, and those best practices when you're early in a region, you got to learn quickly, and you're gonna to learn from the field. And that information transfer is so valuable. And then eventually you go the other way. You launch a new product, you've got to enable the team. There's a lot of operational overhead to enabling lots of people in the field, versus you just fly into in one office, and you basically enable a team all at once. So huge, huge advantage to centralizing. However, if your Sales cycle and process relies a lot on relationship building, whether it's for bigger deals, whether it's a complex deal that relies on partners, then you need to go in the field. And that's where showing up makes a ton of sense. And what changes is the unit economics of that office, where if you open an office in Paris, now showing up at a mid-market opportunity of a 10K Pounds deal, normally is not going to justify a flight in, hotels, make it work. But now it's just, down the street. I mean not down the street, but now you can justify making that visit, and absolutely everything that increases the conversion rate. So there is benefit there too. But balancing operational overhead, learning earlier, I am a big believer that you should hold off as long as you can. Because once you're decentralized, there's no way you can centralize again. Or you can, but it's very painful. You gotta shut down offices, and it's really painful. So you want to wait as long as possible. Naber:  Nice. Great answer. Thank you. And then, second question is...So you're going through this process of massive expansion, within Dropbox and Asana, and you're going through different stages of growth. One of the things that you need to constantly think about...which I don't necessarily believe that a large number of Heads of Sales and Heads of Marketing are very good at this. One of the things you need to constantly be aware of...and coming from VC, you've got interesting perspective on this, and not all the people who have gone from VC to operator and done it with the amount of, not only success, but the amount of speed that you've done it...So a Head of Sales and Marketing needs have the right mindset, with planning and execution, with unit economics in mind. So how do you make sure that you have the right mindset? What is your mindset when you're thinking about balancing, things LTV to CAC ratios, versus booking in revenue growth rate expectations, versus the growing pains of teams and the engagement of those teams. How do you think about incorporating unit economics into your approach? And how do you think about that as a Head of Sales and Marketing? Oliver Jay (OJ):  Okay. So I would say there's a couple of things. First in terms of mindset, if you're leading Sales and Marketing, let's say your company is growing at 100%, right? My mindset, and I tell this to all my Managers, is that my job is to plan and execute as if we were 12 months from now. My Manager's job is to execute and plan as if we were six months from now. Your IC's are the ones who were executing to quarter to quarter. And I think that's something that I always drill into my team, and my Manager because most people manage to the quarter. And by the time you manage to a quarter, you've already forgotten about the next one, and you're basically accumulating debt. And I think part of what's challenging and exciting about managing in high growth, is you've got to balance executing and the job at hand, but at the same time develop the vision of where you need to get to - So if you're a line Manager six months from now - and you've got to do both at the same time. So as my leads, they got the quarterly number, that's great. I just assume they're going to hit it. I mean just tell me if you're not going to hit it, but I'm assuming you're going to hit it. What are the programmatic things you're building in right now as if you're six months from now? Because that is going to take time to build it. And then once you build it, boom, now you're ready. My job is 12 months. So right now, I'm thinking about what my team needs to be doing this time next year. Because, well, my team is getting pretty big now. It's hard to steer a big ship. And so if I'm optimizing for something for the end of the year, not to say that's I don't do that, I do that. But I also push myself to think longer because for me, and from my angle, what's going to happen in the second half of this year has already been shipped. Our performance, our unit economics, our, whatever programmatic infrastructure we build is going to be, it's already too late to change that. So I'm thinking ahead. I think that's important because, you mentioned about unit economics, your unit economics need to change over time. And so you got to work with your management team, your finance team, to understand what unit economics you need to have this time next year. So that you can slowly migrate there. Otherwise you're just hiring heads, heads, heads, heads, heads, and eventually you're like, oh, one day you wake up and finance is like, okay, you're going to get three heads next year, but you have the grow revenue revenue by 50%. So that's the high level mindset that I think is really important, to understand end state first, and work with finance to understand what that looks like. And so I know next year what my unit economics need to be. Now, I can start back filling. And then this is what I do to backfill. So what I do is, I ask my teams to now start thinking about, not unit economics first though, strategy. First strategy, then tactics, then numbers. So for example, my team in Europe. Right now, it's July, and it's the end of our quarter this month. The leads are going to come over to the US and present their strategy for next year, so basically the next 18 month strategy. What do I mean by strategy? Who's our primary customer? Who are we trying to win over and outserve everybody else. Why? And where are we going to focus? Because you can't go after everything. And when I think about Europe as an example, a microcosm of the world, the UK is very different than Germany, which is very different than Spain, and very different than the Nordics. So, if someone calls me and tells me this is my EMEA blanket strategy, I'm like, that's not a strategy. I want you to define what winning looks in the Nordics, and define what winning looks in Spain. Portugal, not as important to me, lump it into that region. Iberia, right? Or something. But, I think it's important that to have a view where you define success. Okay, this is what I'm trying to accomplish in Germany. Align on that first. That's a strategy. Then the tactics. How are we going to do that? Okay. in Germany we're going to go after this segment

In this episode, I interview Dan Yates, the Co-Founder and former CEO of Opower, an energy software company he took public and ultimately sold to Oracle for $532 million. I was eager to speak with Dan, as he started Opower from a place of concern about the planet. It was clearly a financial win, but I had so many questions. Was it a win in terms of fulfilling the initial mission? How does he feel now about climate change vs when he started Opower in 2007? How is he evaluating what kinds of projects he takes on moving forward? What advice does he have for other people trying to figure out the same thing? Dan is a consummate professional and clearly a great leader. I also found him to be quite humble and introspective. His perspective was quite helpful to me as I am figuring out my next moves as it relates to helping with climate change, and I hope you find it helpful as well. I hope you enjoy the show! You can find me on twitter @jjacobs22 and email at info@myclimatejourney.co, where I encourage you to share your feedback on episodes and provide suggestions for future guests or topics you'd like to see covered on the show. Links for topics discussed in this episode: Jason Diamond’s Collapse: https://www.amazon.com/Collapse-Societies-Choose-Succeed-Revised/dp/0143117009 Map from EIA.gov consumption categories: https://www.eia.gov/todayinenergy/detail.php?id=36412&src=%E2%80%B9%20Consumption%20%20%20%20%20%20Residential%20Energy%20Consumption%20Survey%20(RECS)-b1 Robert Cialdini Understanding and Motivating Energy Conservation via Social Norms: http://media.cbsm.com/comments/168079/09+PE+Cialdini+Hewlett+Foundation.pdf Opower: https://ux.opower.com/ Oracle Opower acquisition: https://www.oracle.com/corporate/acquisitions/opower/ Dandelion Geothermal: https://dandelionenergy.com/

On this episode, we'll be talking about the growing importance of the role of the Chief Product Officer at driving innovation in many companies. Among the topics we'll discuss are the most important functions the CPO should perform, what kinds of companies are best suited to hire CPOs, and how you'll know if your company is ready for one. Joining us to talk about all that and more is Ben Foster. Ben is the Chief Product Officer at GoCanvas and an Executive Product Advisor to more than 50 product companies. His career includes 4 years in product positions at eBay, as well as VP level product positions at companies like AdChemy and OPower. Among the more than 50 product companies he has advised since his days in the Bay Area are well-known innovative software companies like Contactually, Aquicore, StoryBlocks, and many more. Resources: Visit the GoCanvas website: https://www.gocanvas.com/ Connect with Ben on LinkedIn: https://www.linkedin.com/in/benfoster/ Learn more and get the full show notes at: 3PillarGlobal.com

In this episode, product guru Ben Foster shares the (sometimes counterintuitive) lessons he has learned. Ben was the vice president of marketing at Opower, now a publicly traded company. He has also advised over 50 startups on product over the years, including four currently. Today, Ben is the chief product officer of GoCanvas, a startup with a team of over 200.

Opower is a behavioral energy efficiency company acquired a couple years ago by Oracle Utilities and that basically invented using behavioral science for the utility industry. The big recent headline about Opower was that late last year it reached a remarkable milestone - 20 terawatt hours (TWH) of energy saved for electric utility customers, up from 11 TWH saved at the time of the acquisition. Our guests were Marisa Uchin, vice president of global regulatory affairs and Julia Lundin, director of solution strategy for the Opower solution, both with Oracle Utilities. Both joined Oracle with the Opower acquisition and they explained how the company evolved from way back in the days when Uchin was employed at Pacific Gas & Electric doing energy efficiency programs and saw the brilliance of what this startup firm, now called Opower, was offering. We also heard what Oracle is planning to offer its utility clients next including peak savings and machine learning – that can detect when a customer buys a new EV and offer them deals and special utility rates.

Julie O'Brien, Principal and Behavioral Scientist at the Center for Advanced Hindsight at Duke University and Opower alum, shares her findings with Lirio's Senior Director of Behavioral Science, Greg Stielstra. Listen for a brief description of social proof and learn how behavioral science can be applied in real life to help people make healthier decisions—from vaccinations to dieting and beyond.    The Behavior Change Podcast by Lirio explores the various ways humans can leverage behavioral science to personalize our messaging, engage our audience, and drive better behavior at scale.  Website: lirio.coLinkedIn: Lirio Twitter: @lirio_llc

Trae Vassallo is the Co-Founder and Managing Director @ Defy.VC, one of Silicon Valley's newest and most exciting Series A funds with the announcement of their debut $151m fund in Sept 2017. Prior to co-founding Defy, Trae was a general partner at Kleiner Perkins Caufield & Byers where she invested in a number of leading companies including eero, Nest Labs, Dropcam, Aggregate Knowledge, and Opower. Before Kleiner, Trae founded Kleiner portfolio company, Good Technology which was ultimately acquired by Blackberry in 2015 for $425m. Trae is also the co-author of the incredible study, “Elephant in the Valley”, highlighting the underlying data around the experiences of women in technology. In Today’s Episode You Will Learn: 1.) How Trae made her way into the world of VC and Silicon Valley with a cold reach out to John Doerr and how that led to a role with Kleiner Perkins? 2.) What were Trae's biggest learnings from having John Doerr on her board, as a first-time founder? What were some of the most memorable moments working with him? What was it about him that made him such a special board member? What was the moment that Trae realized what type of board member she is? 3.) What does Trae mean when she says "Kleiner taught me what a great investment looks like"? How does that affect her investing philosophy today? How did Trae's investing learnings differ between John Doerr, Vinod Khosla, and Kevin Compton? 4.) Why does Trae believe that the venture industry is simply "overfunded"? If so, what was her reasoning for the founding of Defy? How does Trae see the expansion of multi-stage funds as presenting a market opportunity? Why are the larger players no longer incentivized to play at the Series A stage? 5.) How did Trae find the fundraising process? What were some of the core challenges in terms of the raise itself? Were there commonalities in the pushbacks that LPs had for Defy? How did Neil and Trae respond to the first time team question? How does Trae think about the infrastructure element of funds? Can it all be outsourced? Items Mentioned In Today’s Show: Trae’s Fave Book: Brotopia: Breaking Up the Boys' Club of Silicon Valley Trae’s Most Recent Investment: Owl Car Cam: The First Security Camera For Your Car As always you can follow Harry, The Twenty Minute VC and Trae on Twitter here! Likewise, you can follow Harry on Instagram here for mojito madness and all things 20VC. Highfive makes meetings better for thousands of organizations with insanely simple video conferencing designed for meeting rooms. It’s the easiest-to-use solution, with all-in-one hardware and intuitive cloud software. Plus, it’s a high-quality experience with industry-leading audio powered by Dolby Voice. It’s so easy to use, that there’s no pin codes or app downloads. Just click a link in your browser, and you’re in the meeting. With customers in over 100 countries, Highfive is already trusted by the likes of Warby Parker, Evernote, Expensify, and Betterment and you can learn more by simply heading over to highfive.com. Culture Amp is the platform that makes it easy to collect, understand and act on employee feedback. From onboarding surveys to company-wide engagement, individual effectiveness and more, the platform manages multiple sources of feedback and connects the dots for you and that is why companies like Slack, Nike, Oracle and Lyft all trust CultureAmp. So put your people and culture first and find out more on cultureamp.com.

GFA218. This week we have Happy Lin! She is a second generation business owner of a factory here in Shenzhen. This show has an interesting discussion about how foreigners copied her! She shares in this podcast how she was copied by buyers and how she innovated. For full show notes, check out GlobalFromAsia.com/episode218. The post Copied! Second Generation to Own the Business of Audio Product, the CEO of OPOWER with Happy Lin appeared first on Global From Asia.

Episodes 5-8 of the ELEEP network podcast present insights from a conference organized by the Atlantic Council and Ecologic Institute, which took place June 21-22 in Washington DC. Under the heading “Tipping Points: Finding the Energy-Climate Balance,” the conference brought together decision-makers, civil society, business leaders and scholars to reflect on the nexus of energy and climate policy in the United States, Europe and the international arena. The conference agenda covered a range of different topics and included talks by some of the brightest minds in the field. This episode features a keynote by Alex Laskey, president and founder of Opower, an innovative energy company that partners with utilities to provide customers with personalized consumption feedback. Alex Laskey speaks about the nexus of energy and information technologies. He begins by investigating the history of innovation over the last three centuries before providing examples of ongoing IT revolutions in the sectors of transport and energy—such as car and ride sharing and real time feedback to induce demand-side management by private consumers. To find out more about the Emerging Leaders in Environmental and Energy Policy (ELEEP) Network and view pictures and further impressions from the EU study tour on climate adaptation, please visit the ELEEP Website (www.eleep.eu). If you enjoyed this podcast episode, please subscribe to the ELEEP Network podcast on iTunes, Stitcher or SoundCloud. To let us know your thoughts on the podcast feel free to send us an email (contact@eleep.eu). We'd love to hear from you! Special thanks to: Robert Ostwald (Ecologic Institute) Produced by: Nick Evans (Ecologic Institute) Music: "American Drab" by Nick Evans

Special Podcast Episode 10 “The Electric Utility Industry’s Golden Age of Innovation: Now” Innovation Interviews with Eight CEOs After a bit of a hiatus, we are back.  I can assure we have been busy on your behalf in the interim.  We are delighted to announce that we formed two companies under Leadership Lyceum’s brand: Lyceum Leadership Consulting which provides executive and board of director’s search, board effectiveness review, and an array of services for successor development and board-readiness.  And Lyceum Leadership Productions which brings you this podcast.  We will be expanding the programming of the episodes this summer so please subscribe through iTunes and give us feedback.  Tell us about leadership situations that you are interested in us exploring.  Please visit our website www.LeadershipLyceum.com for all of our archived media and offerings.  Welcome to this Special Episode of the Leadership Lyceum: A CEO’s Virtual Mentor focused on innovation in an industry that many of us take for granted.  We take an in-depth look at innovation in the electric utility industry.  It’s the Leadership Lyceum’s opening act to Edison Electric Institute’s annual industry convention that starts this weekend, June 11th in Boston. In this Episode, we take a look back at last year’s convention in Chicago, where we conducted 10 interviews that included 8 CEOs from the electric industry covering all points along the electricity value chain from generation to transmission to distribution to the customer meter and beyond.  We also have the perspective of a President of a venture capital-backed, technology provider to the industry; as well as the critical viewpoints of the regulator -- with the President of the National Association of Regulatory Utility Commissioners (or NARUC).  By way of context for our broad listenership, Edison Electric Institute (or EEI), is the association that represents all U.S. investor-owned electric companies. EEI provides public policy leadership, strategic business intelligence, and essential conferences and forums for the industry.   As a bit of an appeal to our broad listenership --- why should you care about this industry?  Well its impact and influence is far-reaching and profound.  The member companies of EEI provide electricity for 220 million Americans, operate in all 50 states and the District of Columbia --- and directly and indirectly employ more than one million workers.  Our esteemed guests are all listed on the back of the album cover and on our website with links to their bios.  As a reminder, we conducted these interviews in June of 2016.  Our guests are as follows: Nick Akins, CEO of AEP in Columbus, OH; at the time, the outgoing Chairman of EEI. https://www.aep.com/about/leadership/profile.aspx?id=Akins Tom Fanning, CEO of Southern Company in Atlanta; at the time, the incoming Chairman of EEI. http://www.southerncompany.com/about-us/leadership/ceo.html Warner Baxter, CEO of Ameren Corporation in St Louis. https://www.ameren.com/about/warner-baxter Pedro Pizarro, CEO of Edison International; at the time, the President of Edison subsidiary Southern California Edison. https://www.edison.com/home/investors/corporate-governance/meet-our-board-of-directors/pedro-j-pizarro.html Jim Piro, CEO of Portland General Electric in Portland, OR http://investors.portlandgeneral.com/management.cfm Ralph Izzo, CEO of PSEG, in Newark, NJ; https://www.pseg.com/family/leadership/ceo.jsp Steve Berberich, CEO of California ISO; the ISO is one of the world’s largest transmission organizations, managing the electric grid and wholesale power markets for 30 million Californians. https://www.caiso.com/about/Pages/OurLeadership/StephenBerberich.aspx Tony Earley, Executive Chair of the Board of PG&E Corporation in San Francisco; at the time, was Chairman, CEO and President of PG&E http://www.pgecorp.com/aboutus/our_team/TEarley.shtml Alex Laskey, Co-Founder and President of Opower; Alex sold his company to Oracle while we were at the convention in June 2016 https://www.ted.com/speakers/alex_laskey Travis Kavulla, Commissioner, Montana Public Service Commission; and at the time, was serving a term as President of National Association of Regulatory Utility Commissioners (or NARUC) http://psc.mt.gov/commissioners/District1/  Just prior to our interviews last year, Neil Irwin, senior economics correspondent for The New York Times (https://www.nytimes.com/by/neil-irwin) gave us inspiration in his walk down the memory lane of innovation in his May 15, 2016 “The Upshot” column titled “Tracking Down the Golden Age of Innovation”.    https://www.nytimes.com/2016/05/15/upshot/what-was-the-greatest-era-for-american-innovation-a-brief-guided-tour.html?smprod=nytcore-iphone&smid=nytcore-iphone-share Twitter: https://twitter.com/Neil_Irwin He posited in that article that a better way to understand the significance of technological change may be to come as close as we can to actually walking through those time periods, from the end of the Civil War to present, and understand the way we lived, ate, traveled and clothed and entertained ourselves.  Through our conversation with these industry leaders, we will attempt to walk you through our current age of innovation in the electric power industry.   Segment 1: Opening Statements – The Structure of the Industry. Travis Kavulla, President of NARUC and Commissioner of the Montana PSC. Steve Berberich, CEO of California ISO, managing the transmission grid across the state of California. Tony Earley, CEO of PG&E in San Francisco. Ralph Izzo, CEO of PSEG in Newark. Nick Akins, CEO of AEP in Columbus Steve Berberich, CEO of California ISO    Segment 2: Interoperability, Data, and the Customer Steve Berberich, CEO of California ISO He expounds on the subject of interoperability of complex components of the electricity value chain. Nick Akins, CEO of AEP in Columbus Nick transitions into how technology has enabled customer relationships. Advanced Metering triggered proximity to the customer.  Tony Earley, CEO of PG&E in San Francisco. Alex Laskey, President of Opower Pedro Pizarro, CEO of Edison International   Segment 3: Boundary Conditions and how utilities are defining the boundaries of their service.  Warner Baxter, CEO of Ameren in St Louis Pedro Pizarro, CEO of Edison International Steve Berberich, CEO of California ISO Travis Kavulla, President of NARUC and Commissioner of the Montana PSC. Nick Akins, CEO of AEP in Columbus Ralph Izzo, CEO of PSEG in Newark. Tom Fanning, CEO of Southern Company in Atlanta Tony Earley, CEO of PG&E in San Francisco.   Segment 4: Collaboration with Disruptors and how utilities are partnering with the technologists on innovation and solutions. Warner Baxter, CEO of Ameren in St Louis Jim Piro, CEO of Portland General Electric   Segment 5: Regulatory Barriers and Enablers to innovation. Travis Kavulla, President of NARUC and Commissioner of the Montana PSC. Pedro Pizarro, CEO of Edison International Alex Laskey, President of Opower   Segment 6: Are We Pushing Hard Enough to Innovate? Travis Kavulla, President of NARUC and Commissioner of the Montana PSC. Nick Akins, CEO of AEP in Columbus Jim Piro, CEO of Portland General Electric Tom Fanning, CEO of Southern Company in Atlanta   Segment 7: Parting Thoughts and Advice to Stakeholders.  It’s fitting that our three guests with the parting words are those who have transitioned since my interview with them last year.  One through sale of company, one through executive retirement, and the other through expiration of term of service.  Tony Earley, CEO of PG&E in San Francisco - who has now turned the leadership of PG&E over to his successor Geisha Williams. Alex Laskey, President of Opower Travis Kavulla, President of NARUC and Commissioner of the Montana PSC in the anchor position with advice on the posture and approach of stakeholders to foster innovation from the regulatory point of view.   Our Parting Thoughts I can’t think of a more fitting way to close this retrospective than drawing from the opening of Neil Irwin’s NYT article that I mentioned at the outset of this episode.  Are you a skeptical economist who believes that we’re in a depressing era in which innovation has slowed and living standards are barely rising?  Or are you a techno-optimist who believes that that our era, in which digital technology is transforming the underpinnings of human existence, is the golden age of innovation?   Thanks for joining us.  We can’t improve without your feedback – write us through our website www.LeadershipLyceum.com and subscribe on iTunes.  See you next time.    Informative and Helpful Links Edison Electric Institute (EEI): http://www.eei.org/ Ameren Corporation: https://www.ameren.com/ American Electric Power: https://www.aep.com/ California ISO: http://www.caiso.com/ Edison International: http://www.edison.com/ Pacific Gas & Electric: https://www.pge.com/ Portland General Electric: https://www.portlandgeneral.com/ Public Service Enterprise Group: https://www.pseg.com/ Southern Company: http://www.southerncompany.com/ Oracle and Opower: https://www.oracle.com/corporate/acquisitions/opower/index.html Montana PSC: http://psc.mt.gov/ National Association of Regulatory Utility Commissioners (NARUC): https://www.naruc.org/ New York Times: https://www.nytimes.com/by/neil-irwin    Program Guide: Special Episode 10 “The Electric Utility Industry’s Golden Age of Innovation: Now” Innovation Interviews with Eight CEOs   0:30     Introduction to the Lyceum Leadership Consulting and Lyceum Leadership Productions 1:15     Introduction to “Innovation in the Electric Industry” through 10 interviews including 8 CEOs  4:05     Segment 1: Opening Statements – The Structure of the Industry 11:43   Break 1 11:57   Segment 2: Interoperability, Data, and the Customer 26:02   Break 2 26:24   Segment 3: Boundary Conditions - how utilities are defining the boundaries of their service.  36:50   Break 3 37:03   Segment 4: Collaboration with Disruptors 39:32   Break 4 39:49   Segment 5: Regulatory Barriers and Enablers 45:16   Break 5 45:31   Segment 6: Are We Pushing Hard Enough to Innovate? 51:12   Break 6 51:34   Segment 7: Parting Thoughts and Advice to Stakeholders 57:04   Lyceum’s Parting Thoughts 57:37   End of Episode     Subscribe to the Podcast at: iTunes or SoundCloud Follow Leadership Lyceum on: www.LeadershipLyceum.com LinkedIn Twitter Instagram Facebook   Email us: info@LeadershipLyceum.com Please subscribe to the Leadership Lyceum at iTunes which will enable future content to come to you automatically.  Rate us and spread the word among your fellow executives and board colleagues.    Your host Thomas B. Linquist is the Founder and Managing Partner of Lyceum Leadership Consulting and Lyceum Leadership Productions. Over his 15 years in management and leadership consulting he has served a wide array of industrial clients.  This includes leadership assessment and search for chief executive officers, chief financial officers, chief operating officers and boards of directors.  He holds an MBA from the University of Chicago and over his 25-year career has served in a variety of roles: as an engineer with Shell Oil Company, a banker with ABN AMRO Bank, and as treasurer was the youngest corporate officer in the 150+ year history at Peoples Energy Company in Chicago.  He is an expert on hiring and promotion decisions and leadership development.  Over the course of his search career, he has interviewed thousands of leaders.  Please subscribe to the Leadership Lyceum in the podcast section at iTunes which will enable future content to come to you automatically. Rate us and spread the word among your fellow executives and board colleagues. Copyright 2017 by The Leadership Lyceum LLC

Today's featured guest is Ben Foster. Ben is a full-time product advisor who's currently working with over a dozen start-ups up and down the East Coast, through his firm, Foster Innovation. He has a top notch reputation amongst entrepreneurs and venture capitalists who are eager to get his guidance as they scale their companies. Previously, Ben was the VP of Product Management and User Experience at OPower, a company he helped lead to a $1 billion IPO and was later bought by Oracle. Ben started his career in the first big Internet boom and rose through the ranks at eBay in the early 2000's and he hasn't looked back since.

Amber King is a fan of team self-selection, which, in her experience, yields happier, more empowered, more productive teams. Amber shares her story working at Opower where the company decided to do an experiment: the goal would be to do what's best for the company, but individuals get to choose what they work on and with whom. The experience was positive and powerful for the company, where 40 people took two and a half hours to form 6 teams. Amber advocates for allowing time for the questions and concerns that will arise, including fear of being picked last. But Amber doesn't find that to happen: "You're picking yourself, you're not getting picked." The goal is "getting people to the point where it's safe enough to try."Amber also provides some tips for running a successful team self-selection event as well as a clear business case for letting team members choose each other and themselves, including: less work for already bogged-down managers; fewer unhappy teams; and happier, more productive teams.SolutionsIQ's Kat Conner hosts at Business Agility 2017 in New York City.About Agile AmpedThe Agile Amped podcast series brings Agile news and events to life. Fueled by inspiring conversations, innovative ideas, and in-depth analysis of enterprise agility, Agile Amped provides on-the-go learning – anytime, anywhere. To receive real-time updates, subscribe!Subscribe: http://bit.ly/SIQYouTube, http://bit.ly/SIQiTunes, http://www2.solutionsiq.com/subscribe...Follow: http://bit.ly/SIQTwitter Like: http://bit.ly/SIQFacebook

This is a special edition of the Energy Transition Show with Chris Nelder, recorded in December 2016 at RMI's eLab Annual Summit in Austin, Texas. Can utilities disrupt themselves, or does it take an outside force? How can demand response technologies—including simply informing customers of their electricity usage—help reduce demand peaks on the electricity system and reduce costs for all ratepayers? And what kinds of infrastructure, like Advanced Metering Infrastructure, are needed to enable a highly efficient grid and an informed customer base. Richard Caperton of Opower (a business unit of Oracle) shares his perspective on all of these questions in an interview from RMI's eLab Annual Summit 2016.

Opower is a software company focused on energy efficiency. Opower works with utilities to monitor how much energy a consumer uses and gives households and businesses incentives to lower their consumption. The idea is that through the use of behavioral science techniques such as peer proof, people will feel compelled to consume energy more responsibly. […]

Opower has evolved a lot over the years. The software provider started with a simple efficiency solution for utilities, and has since deepened its analytics and moved into demand response, billing, segmentation and customer care. One thing has stayed the same over the years: Opower firmly believes that the utility will be the arbiter of the distributed grid. In this week’s show, we’ll talk with Opower CEO Dan Yates about the promise and perils of selling software to utilities. He’ll also discuss why he believes strengthening utility interactions with customers will be crucial for realizing a renewables-heavy grid. Later in the show, we’ll discuss Hawaii’s decision to slash net metering. And we’ll wrap up with a preview of the Paris climate talks -- will an agreement be reached? Don't forget to check out our new premium service, GTM Squared: http://www.greentechmedia.com/squared.

In a study of Opower’s new behavioral demand response program, the company found some surprising and exciting results. The program costs less than traditional demand response programs, and yields more–up to 5% peak reduction. Learn the three keys to unlocking DR’s full potential. Download the OPower white paper: http://clk.ml-links.com/clk?pub=634&pgr=1166&src=12993&ctg=667&tstamp=20141028T235917&ast=42350&cmp=13753&crv=0&pos=0&frm=1927&imp=6071841131331717263&yld=0

Large commercial buildings are the fastest growing energy consumers in the U.S. Why? Because most of them are not very energy aware. Utilities and city planners understand this problem and have targeted the commercial building sector by providing rebates for retrofits, deploying smart meters and establishing stricter building codes. But the ability to gather actionable insights into how buildings are performing are only now emerging. In this podcast, we’ll talk with FirstFuel CEO Swapnil Shah about how data analytics can change the building efficiency paradigm. We’ll also talk about the company’s partnership with Opower, which will help the startup expand to more utilities. Later in the show, we’ll discuss the viability and economics of Tesla’s Giga factory and discuss the opening of America’s largest cellulosic ethanol refinery. This podcast is brought to you by SMA, the world's leading solar inverter manufacturer. With more than 850 service experts, 90 service hubs, 30-plus gigawatts installed globally and thousands of commercial and utility projects completed worldwide, SMA is the partner of choice for your PV projects. The Energy Gang is produced by Greentechmedia.com. The show features weekly discussion between energy futurist Jigar Shah, energy policy expert Katherine Hamilton and Greentech Media Editor Stephen Lacey.

Opower's new residential demand response program has yielded 23% savings in homes that have load control devices and peak rebate rates. Homeowners that have taken voluntary action--such as changing thermostat settings--have seen 5% savings. As a result, the company is expanding its program to include 1 million customers, said Tom Mercer, group product manager

As expected, 2013 was yet another record year for solar in the U.S. With 5.1 gigawatts of PV and CSP coming online, the solar industry was the second largest provider of electricity capacity behind natural gas. But how long will it continue? With a tax credit expiration looming, conflicts over net metering and a brewing solar trade war, it is far from assured that this boom will go on forever. This week, we’ll talk with Rhone Resch, president of the Solar Energy Industries Association, about how the industry is positioning itself in the face of these challenges. Then, we’ll talk about Opower’s coming IPO and ask what it will take for the company to continue dominating the efficiency sector. In our final segment, we’ll look at whether the “energy crisis” episode in season two of House of Cards is based at all in reality. (Note: there will be minor spoilers.) The Energy Gang is produced by Greentechmedia.com. The show features weekly discussion between energy futurist Jigar Shah, energy policy expert Katherine Hamilton and Greentech Media Editor Stephen Lacey.

While cleantech investment in general has dropped over the past five years, investment in energy efficiency is booming, says Sheeraz Haji, CEO of the market intelligence firm Cleantech Group. In its latest report–about third quarter 2013–the energy efficiency topped the investment charts in clean tech, with 33 investment deals in energy efficiency. In addition, there was a 33 percent jump in the number of energy efficiency companies on the Global Cleantech 100 list. The trend is due to the convergence of data, software, the web and energy, which has yielded companies like Opower, says Haji in a podcast interview.

Blueprint for Efficiency is proud to kick off our 2012-2013 webinar series with Opower! Barry Fischer, head writer and editor of Opower's Outlier Blog, will present "Unlocking the 'power' of big data: Analyzing energy consumption across 50+ million US households."

Lisa Cohn of RealEnergyWriters.com interviews Alex Lasky, president of Opower, about President Obama’s proposal, included in the budget, to double energy productivity through a “Race To the Top” program that would focus on energy efficiency. Benefits would include 1.3 million new jobs and slashing the cost of energy imports. Opower is a member of the Alliance to Save Energy's Commission on National Energy Efficiency Policy.

Lisa Cohn of RealEnergyWriters interviews Ogi Kavazovic, Vice President of Strategy & Marketing for Opower, which works with utilities to help their customers save energy. The company has just released a new mobile app and has saved 2 TWH for customers. The company does all this with software.

Lisa Cohn of RealEnergyWriters interviews Ogi Kavazovic, Vice President of Strategy & Marketing for Opower, which works with utilities to help their customers save energy. The company has just released a new mobile app and has saved 2 TWH for customers. The company does all this with software.

Kirsten Brooks, of United Illuminating, joins Barry Fisher and Chris Corcoran of OPOWER to discuss the application and opportunity of behavioral efficiency in the US. Progressive utilities, including UI, on behalf of the CT Energy Efficiency Fund, are now incorporating behavior-based efficiency into their overall energy saving approach.

Lisa Cohn, of RealEnergyWriters.com, interviews Jim Kapsis, OPOWER’s director of market development and policy strategy. OPOWER is an energy efficiency and smart grid company that’s serving on the US Trade Administration’s Renewable Energy and Energy Efficiency Advisory Committee to strengthen US clean energy exports.

Hello and welcome to The Consumer VC. I am your host Mike Gelb and on this show we talk about the world of venture capital and consumer facing startups. Thank you very much Natalie Dillon ( https://www.maveron.com/team/dillon-natalie/ ) for the intro to today's guests, Jessica Rolph ( https://lovevery.com/pages/about-us ) and Rod Morris ( https://lovevery.com/pages/about-us ) , the co-founders of Lovevery ( https://lovevery.com/ ) , Staged-based play essentials designed by experts, built for babies and toddlers up to age 3. Previously, Jessica co-founded and served as COO of Happy Family, an extremely successful organic baby food company. Rod previously was the Senior Vice President at Opower. Going into this episode, I didn't know much about toys and learning behavior for babies, so I learned a ton and Jessica and Rod make it so easy to digest how they are thinking differently about child development with Lovevery. Without further ado, here they are. You can follow Jessica @rolphjessica ( https://twitter.com/rolphjessica ) and Rod @roderickmorris ( https://twitter.com/roderickmorris ). You can also follow your host, Mike, on Twitter @mikegelb ( https://twitter.com/MikeGelb ). You can also follow for episode announcements @consumervc ( https://twitter.com/ConsumerVc ). If you're enjoying the show, if you could leave a review on the apple podcast app as that helps other folks find it, that would be really helpful. If you are a founder and working on something innovative, have a question you'd like to hear VCs or founders answer on the show you can DM me and follow me on Twitter @mikegelb. You can also follow for episode announcements @consumervc. For all episodes, please visit theconsumervc.com ( http://theconsumervc.com/ ). Thanks again for listening. One book that inspired Jessica professionally is High Performance Habits ( https://www.amazon.com/gp/product/1401952852?camp=1789&creativeASIN=1401952852&ie=UTF8&linkCode=xm2&tag=theconsumervc-20 ) by Brenden Burchard. One book that inspired Rod professionally is Influence: Science and Practice ( https://www.amazon.com/gp/product/0205609996?camp=1789&creativeASIN=0205609996&ie=UTF8&linkCode=xm2&tag=theconsumervc-20 ) by Robert Cialdini and one book that inspired him personally is Plato's Allegory of the Cave ( https://www.amazon.com/gp/product/1521777810?camp=1789&creativeASIN=1521777810&ie=UTF8&linkCode=xm2&tag=theconsumervc-20 ). Here are some of the questions that I ask - * Jessica - how did you come up with the concept of Lovevery? * What was the insight that you learned that inspired you to start Lovevery? * When did you know that you wanted Roderick as a co-founder and how did that come about? * Talk to me a little bit of the dynamic between you two. What's the decision making and the delegation process when it comes to business activities? I understand that Jessica is the CEO and Roderick is the President, but what does that actually mean? * Let's talk about the early days. * How did you think about design, quality and this translating into your first product, the $140 baby gym? * How did you approach the supply chain? * Once you built your first product, what was the go-to market strategy? * How did you know if the brand building was working if the primary objective is not to sell the baby gym * How did you think about growth? * Organic vs. Paid * What were some of the ways you were able to establish a community around - bothyour brand and products? * The fundraise * Why did you want to raise money? * What was your fundraising strategy? * Was it tough to raise with your company located in Idaho? * What was the biggest hurdle when fundraising? * Any advice for founders that are located in secondary and tertiary markets that are looking to raise money from institutional investors? - have to show up and get smarter through the process * Any Advice for founders that don't have a network that are looking to raise? * What's one thing that you would change when it came to fundraising? * Product and pricing strategy. You have a subscription business for the play kits and then you have individual products like the play gym. * When you think about building a new product, how do you think about whether it should be part of a subscription vs. separate? * How do you think about market expansion? Are you going to stay in the 0-3 age or is the plan to eventually introduce products later on in a child's development as well? * How has COVID changed your operating plans and did you have to pivot any part of your business? * I've heard investors say that they wouldn't invest in companies that are located in secondary/tertiary markets because of their worry about talent recruitment as the company scales? How do you think about talent recruitment as you're based in Idaho? * What's one piece of advice that you might have for folks that are fundraising?