Podcast appearances and mentions of regis mckenna

You know what they say — Silicon Valley wasn't built in a day, nor was it built by just a small group of tech gurus. In fact, the origin story of the Valley is a complex story involving government, industry, and academia.Margaret O'Mara is a history professor at the University of Washington. Her latest book, The Code: Silicon Valley and the Remaking of America gives an in-depth, behind-the-scenes look at the making of the tech empire, and how it's grown into an economic engine. Margaret and Greg discuss the significant role the government played in the early days of Silicon Valley, key historical figures in the region's rise to prominence and factors that set it apart from other tech hubs like Boston, and how the ecosystem has evolved alongside politics, technology, and cultural shifts. *unSILOed Podcast is produced by University FM.*Episode Quotes:How storytelling built Silicon Valley's legacy31:59: I think there's the story of the products, and then there's the story of the place, the story of the guys in garages. The story of this entrepreneurial genius, and that's a great, great story. It's part of the story. It leaves out this bigger landscape of government and society and people who are non-technical people, the Regis McKenna's of the world, who are so instrumental in making all this happen. But it's—I mean, I know as a historian—storytelling is powerful. That's how you help people understand and relate. And so Silicon Valley has been such a good storyteller.Why everyone should understand tech history04:27: It's really important for all of us as users of this technology to have a way to understand it and understand its history. Even if we don't know, even if we aren't programmers ourselves.Meritocracy alone hasn't changed the face of power53:16: We're seeing the people at the very, very top of power and influence are more homogenous than ever, which is showing that this meritocracy, this idea, just doesn't—only goes so far. So understanding the history kind of helps, I think, is really important in kind of getting why. Okay, why has this not changed? Why is this so baked into the model? But it also doesn't mean that we should just throw up our hands and say, well, this is the way it is.Federal research grants built founders not just labs11:57: Research money for universities is not only seeding basic research in labs and then seeding spinoff companies and commercializing technologies from those labs, but it's also educating people. When you look, kind of dollar for dollar, about, you know—when you look at Stanford, for example, if you just look at the tech space—I think biotech is different. Medical sciences are different because you have more of that kind of pipeline from lab to startup in that space. But when you're looking at computer hardware and software, it's more about the people that went to Stanford that went on to found companies, right? Everyone from Hewlett and Packard to Brin and Page and everyone in between. That is, it's kind of a people factory, so that's part of it. And that federal money is paying for people for science and engineering programs. So that's a really important component.Show Links:Recommended Resources:Frederick TermanVannevar BushRegional Advantage: Culture and Competition in Silicon Valley and Route 128 by AnnaLee SaxenianRobert NoyceBurt McMurtryTerry WinogradBill DraperPitch JohnsonRegis McKennaWilson Sonsini Goodrich & RosatiGuest Profile:Faculty Profile at University of WashingtonProfessional WebsiteGuest Work:The Code: Silicon Valley and the Remaking of America 

Stephen Plume has more than 20 years of success in venture, executive leadership, and consulting. He is a General Partner of an early-stage venture fund since 2019, driving business strategy and coaching executives in the portfolio. In this episode, Stephen discusses how AI is shifting pricing models from human-based to consumption-based metrics. He emphasizes the importance of identifying the right value metric that resonates with customers encouraging businesses to experiment with pricing to uncover hidden revenue and margin opportunities.   Why you have to check out today's podcast: Gain insights into the cutting-edge pricing strategies for AI companies and how these differ from traditional user-based models to get a glimpse of the future of tech pricing. Learn about actionable strategies like identifying the right value metric and conducting low-risk pricing experiments, which can help businesses capture hidden revenue and improve margins. Deep dive into how venture capitalists think about returns, risk, and value, which can benefit entrepreneurs and business owners seeking to understand how to attract investment.   "There is so much opportunity to learn from low-risk pricing experiments, and people worry so much about their reputation. Get over that feeling, go out and experiment, and learn from it." - Stephen Plume   Topics Covered: 01:54 - A funny thing about Stephen not related to pricing 02:46 - How he found his way into pricing 04:21 - Reflecting on his first pricing project with Sybase 05:57 - Contrasting enterprise-level pricing with startup pricing, highlighting the complexity of pricing for larger companies  09:12 - The importance of focusing on the Ideal Customer Profile (ICP) for early-stage companies 10:39 - Explaining how companies often face pricing erosion as they grow and introducing the concept of 'layering' and 'fencing' 16:38 - Discussing how companies, like HubSpot and Salesforce, often start by solving a specific problem with a focused solution but later expand by adding numerous features and add-ons 17:27 - Delving into the concept of competitive positioning 21:40 - The importance of delivering significant value to customers to motivate a decision to switch from a competitor or the status quo 25:09 - Sharing insights about pricing for AI companies and broader trends in AI adoption 29:14 - Discussing the concept of pricing metrics in the context of AI and SaaS 30:32 - Stephen's best pricing advice   Key Takeaways: "When I'm working with early stage companies my drumbeat is, don't worry about anybody else right now, worry about your ideal customer profile. Because they are the ones who, by definition because math is a thing, will pay you more money faster than anyone else." - Stephen Plume "In the venture world what I tell the early companies I work with is, for someone to take a bet on you, they're expecting venture returns. They need to be getting 10X their money out. That's not just the investors. That's the customers need to be getting 10X their cost out, or they're not going to adopt you." - Stephen Plume "The advantage of a platform growing to solutions is, if you do it right, your margins improve rather dramatically." - Stephen Plume   People/Resources Mentioned: Sybase: https://en.wikipedia.org/wiki/Sybase Salesforce: https://www.salesforce.com/ap/?ir=1 Cisco: https://www.cisco.com/#tabs-35d568e0ff-item-194f491212-tab Regis McKenna: https://en.wikipedia.org/wiki/Regis_McKenna Geoffrey Moore: http://geoffreyamoore.com Steve Blank: https://steveblank.com HubSpot: https://www.hubspot.com Zoom: https://zoom.us LinkedIn: https://www.linkedin.com Siebel: https://www.oracle.com/ph/cx/siebel/ Zendesk: https://www.zendesk.com Intercom: https://www.intercom.com Clayton Christensen: https://en.wikipedia.org/wiki/Clayton_Christensen   Connect with Stephen Plume: LinkedIn: https://www.linkedin.com/in/stephenplume/   Connect with Mark Stiving: LinkedIn: https://www.linkedin.com/in/stiving/ Email: mark@impactpricing.com  

Geoffrey Moore is an author, speaker, and advisor, widely known for his seminal book Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers, which many consider the most important book ever written on go-to-market strategy. Moore's work is focused on the market dynamics surrounding disruptive innovations, and how one overcomes the challenge of transitioning from serving early adopters to the mainstream. In this episode, we discuss:• What “crossing the chasm” means• What steps to take before you try crossing the chasm• The importance of winning a marquee customer• The role of executive sponsors in the sales process• The differences between visionaries and pragmatists, and how to build for each• Geoffrey's four go-to-market playbooks based on stage: Early Market, Bowling Alley, Tornado, and Main Street• The problem with discounting before crossing the chasm• “Deadly sins” to avoid when crossing the chasm—Brought to you by:• CommandBar—AI-powered user assistance for modern products and impatient users• WorkOS—An API platform for quickly adding enterprise features• Arcade Software—Create effortlessly beautiful demos in minutes—Find the full transcript at: https://www.lennyspodcast.com/geoffrey-moore-on-finding-your-beachhead-crossing-the-chasm-and-dominating-a-market/—Where to find Geoffrey Moore:• X: https://twitter.com/geoffreyamoore• LinkedIn: https://www.linkedin.com/in/geoffreyamoore/• LinkedIn posts: https://www.linkedin.com/in/geoffreyamoore/recent-activity/articles/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Geoffrey's background(04:03) What people often get wrong about Crossing the Chasm(05:58) Finding your beachhead segment(09:29) The four inflection points of the technology adoption lifestyle(15:45) Geoffrey's bonfire and bowling alley analogies(18:36) Steps to take before trying to cross the chasm(22:19) Signs you're ready to cross the chasm(25:19) Advice for startups on where to start(27:31) Thoughts on venture capital(27:53) A general timeline for crossing the chasm(30:52) What exactly is the “chasm”?(32:35) The difference between visionaries and pragmatists(36:05) Finding the compelling reason to buy(43:45) The Early Market playbook(45:46) The Bowling Alley playbook(48:39) Different sales approaches for early market and bowling alley(51:26) Changing the value state of the company(53:28) The Tornado playbook(57:35) Why combining playbooks doesn't work(59:10) Using generative AI in different market phases(01:03:02) The risks of discounting(01:04:21) Other “deadly sins” of crossing the chasm(01:09:09) Positioning in crossing the chasm(01:10:36) Product-led growth and crossing the chasm(01:13:54) The challenges of software and entrepreneurship(01:16:35) How Geoffrey's thinking has evolved(01:19:30) The importance of entrepreneurship and impact(01:20:42) His book The Infinite Staircase(01:23:58) Connect with Geoffrey Moore—Referenced:• Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers: https://www.amazon.com/Crossing-Chasm-3rd-Disruptive-Mainstream/dp/0062292986• Oracle: https://www.oracle.com/• Documentum: https://www.opentext.com/products/documentum• Figma: https://www.figma.com/• Notion: https://www.notion.so/• Salesforce: https://www.salesforce.com/• Intel: https://www.intel.com/• Jason Fried challenges your thinking on fundraising, goals, growth, and more: https://www.lennyspodcast.com/jason-fried-challenges-your-thinking-on-fundraising-goals-growth-and-more/• The Mayo Clinic: https://www.mayoclinic.org/• Coda: https://coda.io/• An inside look at how Figma ships product: https://coda.io/@yuhki/figma-product-roadmap• Dylan Field on LinkedIn: https://www.linkedin.com/in/dylanfield/• Regis McKenna on Crunchbase: https://www.crunchbase.com/organization/regis-mckenna-inc• Andrew Grove: https://en.wikipedia.org/wiki/Andrew_Grove• A step-by-step guide to crafting a sales pitch that wins | April Dunford (author of Obviously Awesome and Sales Pitch): https://www.lennyspodcast.com/a-step-by-step-guide-to-crafting-a-sales-pitch-that-wins-april-dunford-author-of-obviously-awesom/• Sales Pitch: How to Craft a Story to Stand Out and Win: https://www.amazon.com/Sales-Pitch-Craft-Story-Stand/dp/1999023021• B2B Go-to-Market Playbooks and the Technology Adoption Life Cycle: https://www.linkedin.com/pulse/b2b-go-to-market-playbooks-technology-adoption-life-cycle-moore/• Juniper: https://www.juniper.net/us/en.html• Sal Khan on LinkedIn: https://www.linkedin.com/in/khanacademy/• Khan Academy: https://www.khanacademy.org/• How the Star Wars Kessel Run Turns Han Solo Into a Time-Traveler: https://www.wired.com/2013/02/kessel-run-12-parsecs/• Atlassian: https://www.atlassian.com/• Martin Casado on LinkedIn: https://www.linkedin.com/in/martincasado/• The Infinite Staircase: What the Universe Tells Us About Life, Ethics, and Mortality: https://www.amazon.com/Infinite-Staircase-Universe-Ethics-Mortality/dp/1950665984—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

Our guest is Andrea "Andy" Cunningham, a marketing and communications trailblazer who joined the ranks of Regis McKenna in the heart of Silicon Valley. It was here that she found herself at the epicenter of innovation and was given project lead responsibilities that would forever change the course of her career.Andy collaborated with Steve Jobs on the launch of the Apple Macintosh, an endeavor that would become a milestone in tech history. She didn't just witness the birth of the Macintosh; she was a key architect of its success. But that's just the beginning of her incredible journey.Let's embark on this extraordinary journey through the Steve Jobs era with our esteemed guest, Andrea "Andy" CunninghamRemember to subscribe, rate, and review Eyewitness History.Follow the Show on Social Media!Facebook: https://www.facebook.com/EyewitnessHistoryTwitter: https://twitter.com/EyewitnessPodThis show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/5351305/advertisement

Disruptive innovation expert and former academic Geoffrey Moore has made a career of rethinking how companies adapt technology; the subject of his magnum opus, “Crossing the Chasm,” which has printed over one million copies worldwide. An advisor for the likes of Google, Splunk, Microsoft, and Salesforce, he has garnered ample respect and renown for his breakthrough thought leadership. As described in his bio, it's time for companies to stop explaining why they embrace disruptive innovation, but rather how they embrace it. Moore got his start in marketing consulting with Regis McKenna before going on to found three successful consulting firms on market development: Chasm Institute, The Chasm Group, and TCG Advisors. He is a LinkedIn Top Voice and an author of several books, including “Crossing the Chasm,” “Zone to Win,” and “The Infinite Staircase.” Geoffrey Moore joined Alan Alper on Everything Thought Leadership to discuss how he evolved from an academic into a tech marketing guru, how he communicates big ideas, the role of thought leadership in marketing, and how tech companies can improve their thought leadership. “Blueprint” by Jahzzar is licensed under CC BY-SA 4.0. https://freemusicarchive.org/music/Ja... https://freemusicarchive.org/music/Ja... https://creativecommons.org/licenses/...

Get to Aha!: Discover Your Positioning DNA and Dominate Your Competition by Andy Cunningham About the Book: From the marketing strategist who helped Steve Jobs launch the original Apple Macintosh comes a groundbreaking guide to positioning any company for industry dominance  Andy Cunningham has been at the forefront of tech and innovation since day one, and she's been helping companies create new product categories ever since. Now she reveals the winning framework she uses to transform markets and industries. Get to Aha! shows how to establish the kind of foundation world-class brands are built on. Too many business leaders fail to ask the most basic questions about their company―Who are we? And why do we matter?―before they leap right into branding. Big mistake. A company must first know itself (establish its position) before it can express its identity (execute its branding).  There are three types of companies in the world, each with its own DNA: Mothers are customer-oriented, Mechanics are product-oriented, and Missionaries are concept-oriented―and it's absolutely critical for business leaders to know which type their company is to create an authentic and ultimately “sticky” position in the market.  A company's DNA is the key to achieving this and with it, a competitive advantage. Why? Because if a Mechanic creates a marketing campaign based on its belief that it is a Missionary, the underlying positioning will not ring true and the company won't gain a foothold in the market. But if a company positions itself in alignment with its DNA, it will resonate authentically and establish its role and relevance even in the face of a major competitor. Get to Aha! presents a clear step-by-step framework that will help you determine your company's precise position in the marketing landscape, using Andy's DNA-based methodology. It takes you through the process of performing “genetic testing” on your company, examining the market through the six Cs of positioning, and developing your positioning statement―a rational, factual statement about your company's role and relevance. Then and only then can you create a branding and marketing strategy that will build market momentum and crush the competition. Trust Andy. Steve Jobs did. About the Author: An entrepreneur at the forefront of marketing, branding, positioning, and communicating “the next big thing,” Andy Cunningham has played a key role in the launch of a number of new categories, including video games, personal computers, desktop publishing, digital imaging, and software as a service.  Andy came to Silicon Valley in 1983 to work for Regis McKenna and help Steve Jobs launch Macintosh.  She is the founder and president of Cunningham Collective, a marketing strategy firm that has worked with companies in a variety of markets, such as artificial intelligence, cannabis, crypto, information technology, big data, cloud, gaming, mobile apps, search, semiconductors, and virtual reality.  She has taught marketing classes at several universities including Harvard Business School, New York University, Northwestern University, Stanford University, and the University of Southern California. Andy is a graduate of Northwestern University.  And, interesting fact - she and her husband Rand split their time between an old wooden boat in Sausalito, California, and the Alpine Airpark in Alpine, Wyoming.  Click here for this episode's website page with the links mentioned during the interview... https://www.salesartillery.com/marketing-book-podcast/get-aha-andy-cunningham 

Regis is a legend in the world of tech marketing and had a unique role of building a hugely successful business and wrote the book on high tech marketing. (The Regis Touch and Marketing is Everything were just two of the groundbreak tech marketing books he authored). Regis was coach and consultant at the PR/Marketing firm that bore his name and was coach and mentor to visionaries like Andy Grove and Steve Jobs, who he advised as they all took aim at expanding the use of chips, mips and computers. He is a legend and I'm a huge fan. Listen to this episode of The Look Back and you will understand why! And feel free to share this episode with your tech marketing friends.

Today on the show we have Geoffrey Moore, the best-selling author, investor, and advisor.In this episode, Geoffrey shares the biggest takeaway from working with Regis Mckenna in the late 80s.We then ran through an overview of the ‘crossing the chasm' framework and how it was developed during a time of great innovation. We then dove into how the different stage of growth can impact churn and retention and we wrapped up by discussing the importance of focusing on power metrics over performance metrics.As usual, I'm excited to hear what you think of this episode, and if you have any feedback, I would love to hear from you. You can email me directly on Andrew@churn.fm. Don't forget to follow us on Twitter.

Host Reed Galen is joined by Legendary Silicon Valley Marketer to discuss how Silicon Valley came to be the tech epicenter that it is, what led Silicon Valley to go to Washington, and the importance of history and how it can inform our future. Plus, what are the responsibilities of the tech sector to our nation as a whole?   If you'd like to connect with The Lincoln Project, send an email to podcast@lincolnproject.us.

“Dianne, você gostaria de se mudar para a Califórnia?” Quando Regis McKenna, nascido e criado em uma zona rural de Pittsburgh, recebeu o convite para trabalhar e viver no lugar onde sempre sonhou, começava a história do homem que colocou o Vale do Silício no mapa. O guru do marketing que trabalhou com Apple, Intel e inúmeras startups de tecnologia, foi responsável por introduzir várias das ideias que são utilizadas até hoje na promoção de produtos e serviços desse segmento.

There was a nexus of Digital Research and Xerox PARC, along with Stanford and Berkeley in the Bay Area. The rise of the hobbyists and the success of Apple attracted some of the best minds in computing to Apple. This confluence was about to change the world. One of those brilliant minds that landed at Apple started out as a technical writer.  Apple hired Jef Raskin as their 31st employee, to write the Apple II manual. He quickly started harping on people to build a computer that was easy to use. Mike Markkula wanted to release a gaming console or a cheap computer that could compete with the Commodore and Atari machines at the time. He called the project “Annie.” The project began with Raskin, but he had a very different idea than Markkula's. He summed it up in an article called “Computers by the Millions” that wouldn't see publication until 1982. His vision was closer to his PhD dissertation, bringing computing to the masses. For this, he envisioned a menu driven operating system that was easy to use and inexpensive. Not yet a GUI in the sense of a windowing operating system and so could run on chips that were rapidly dropping in price. He planned to use the 6809 chip for the machine and give it a five inch display.  He didn't tell anyone that he had a PhD when he was hired, as the team at Apple was skeptical of academia. Jobs provided input, but was off working on the Lisa project, which used the 68000 chip. So they had free reign over what they were doing.  Raskin quickly added Joanna Hoffman for marketing. She was on leave from getting a PhD in archaeology at the University of Chicago and was the marketing team for the Mac for over a year. They also added Burrell Smith, employee #282 from the hardware technician team, to do hardware. He'd run with the Homebrew Computer Club crowd since 1975 and had just strolled into Apple one day and asked for a job.  Raskin also brought in one of his students from the University of California San Diego who was taking a break from working on his PhD in neurochemistry. Bill Atkinson became employee 51 at Apple and joined the project. They pulled in Andy Hertzfeld, who Steve Jobs hired when Apple bought one of his programs as he was wrapping up his degree at Berkeley and who'd been sitting on the Apple services team and doing Apple III demos. They added Larry Kenyon, who'd worked at Amdahl and then on the Apple III team. Susan Kare came in to add art and design. They, along with Chris Espinosa - who'd been in the garage with Jobs and Wozniak working on the Apple I, ended up comprising the core team. Over time, the team grew. Bud Tribble joined as the manager for software development. Jerrold Manock, who'd designed the case of the Apple II, came in to design the now-iconic Macintosh case. The team would eventually expand to include Bob Belleville, Steve Capps, George Crow, Donn Denman, Bruce Horn, and Caroline Rose as well. It was still a small team. And they needed a better code name. But chronologically let's step back to the early project.  Raskin chose his favorite Apple, the Macintosh, as the codename for the project. As far as codenames go it was a pretty good one. So their mission would be to ship a machine that was easy to use, would appeal to the masses, and be at a price point the masses could afford. They were looking at 64k of memory, a Motorola 6809 chip, and a 256 bitmap display. Small, light, and inexpensive. Jobs' relationship with the Lisa team was strained and he was taken off of that and he started moving in on the Macintosh team. It was quickly the Steve Jobs show.  Having seen what could be done with the Motorola 68000 chip on the Lisa team, Jobs had them redesign the board to work with that. After visiting Xerox PARC at Raskin's insistence, Jobs finally got the desktop metaphor and true graphical interface design.  Xerox had not been quiet about the work at PARC. Going back to 1972 there were even television commercials. And Raskin had done time at PARC while on sabbatical from Stanford. Information about Smalltalk had been published and people like Bill Atkinson were reading about it in college. People had been exposed to the mouse all around the Bay Area in the 60s and 70s or read Engelbart's scholarly works on it. Many of the people that worked on these projects had doctorates and were academics. They shared their research as freely as love was shared during that counter-culture time. Just as it had passed from MIT to Dartmouth and then in the back of Bob Albrecht's VW had spread around the country in the 60s. That spirit of innovation and the constant evolutions over the past 25 years found their way to Steve Jobs.  He saw the desktop metaphor and mouse and fell in love with it, knowing they could build one for less than the $400 unit Xerox had. He saw how an object-oriented programming language like Smalltalk made all that possible. The team was already on their way to the same types of things and so Jobs told the people at PARC about the Lisa project, but not yet about the Mac. In fact, he was as transparent as anyone could be. He made sure they knew how much he loved their work and disclosed more than I think the team planned on him disclosing about Apple.  This is the point where Larry Tesler and others realized that the group of rag-tag garage-building Homebrew hackers had actually built a company that had real computer scientists and was on track to changing the world. Tesler and some others would end up at Apple later - to see some of their innovations go to a mass market. Steve Jobs at this point totally bought into Raskin's vision. Yet he still felt they needed to make compromises with the price and better hardware to make it all happen.  Raskin couldn't make the kinds of compromises Jobs wanted. He also had an immunity to the now-infamous Steve Jobs reality distortion field and they clashed constantly. So eventually Raskin the project just when it was starting to take off. Raskin would go on to work with Canon to build his vision, which became the Canon CAT.  With Raskin gone, and armed with a dream team of mad scientists, they got to work, tirelessly pushing towards shipping a computer they all believed would change the world. Jobs brought in Fernandez to help with projects like the macOS and later HyperCard. Wozniak had a pretty big influence over Raskin in the early days of the Mac project and helped here and there withe the project, like with the bit-serial peripheral bus on the Mac.  Steve Jobs wanted an inexpensive mouse that could be manufactured en masse. Jim Yurchenco from Hovey-Kelley, later called Ideo, got the task - given that trusted engineers at Apple had full dance cards. He looked at the Xerox mouse and other devices around - including trackballs in Atari arcade machines. Those used optics instead of mechanical switches. As the ball under the mouse rolled beams of light would be interrupted and the cost of those components had come down faster than the technology in the Xerox mouse.  He used a ball from a roll-on deodorant stick and got to work. The rest of the team designed the injection molded case for the mouse. That work began with the Lisa and by the time they were done, the price was low enough that every Mac could get one.  Armed with a mouse, they figured out how to move windows over the top of one another, Susan Kare designed iconography that is a bit less 8-bit but often every bit as true to form today. Learning how they wanted to access various components of the desktop, or find things, they developed the Finder. Atkinson gave us marching ants, the concept of double-clicking, the lasso for selecting content, the menu bar, MacPaint, and later, HyperCard.  It was a small team, working long hours. Driven by a Jobs for perfection. Jobs made the Lisa team the enemy. Everything not the Mac just sucked. He took the team to art exhibits. He had the team sign the inside of the case to infuse them with the pride of an artist. He killed the idea of long product specifications before writing code and they just jumped in, building and refining and rebuilding and rapid prototyping. The team responded well to the enthusiasm and need for perfectionism.  The Mac team was like a rebel squadron. They were like a start-up, operating inside Apple. They were pirates. They got fast and sometimes harsh feedback. And nearly all of them still look back on that time as the best thing they've done in their careers.  As IBM and many learned the hard way before them, they learned a small, inspired team, can get a lot done. With such a small team and the ability to parlay work done for the Lisa, the R&D costs were minuscule until they were ready to release the computer. And yet, one can't change the world over night. 1981 turned into 1982 turned into 1983.  More and more people came in to fill gaps. Collette Askeland came in to design the printed circuit board. Mike Boich went to companies to get them to write software for the Macintosh. Berry Cash helped prepare sellers to move the product. Matt Carter got the factory ready to mass produce the machine. Donn Denman wrote MacBASIC (because every machine needed a BASIC back then). Martin Haeberli helped write MacTerminal and Memory Manager. Bill Bull got rid of the fan. Patti King helped manage the software library. Dan Kottke helped troubleshoot issues with mother boards. Brian Robertson helped with purchasing. Ed Riddle designed the keyboard. Linda Wilkin took on documentation for the engineering team. It was a growing team. Pamela Wyman and Angeline Lo came in as programmers. Hap Horn and Steve Balog as engineers.  Jobs had agreed to bring in adults to run the company. So they recruited 44 years old hotshot CEO John Sculley to change the world as their CEO rather than selling sugar water at Pepsi. Scully and Jobs had a tumultuous relationship over time. While Jobs had made tradeoffs on cost versus performance for the Mac, Sculley ended up raising the price for business reasons. Regis McKenna came in to help with the market campaign. He would win over so much trust that he would later get called out of retirement to do damage control when Apple had an antenna problem on the iPhone. We'll cover Antenna-gate at some point. They spearheaded the production of the now-iconic 1984 Super Bowl XVIII ad, which shows woman running from conformity and depicted IBM as the Big Brother from George Orwell's book, 1984.  Two days after the ad, the Macintosh 128k shipped for $2,495. The price had jumped because Scully wanted enough money to fund a marketing campaign. It shipped late, and the 128k of memory was a bit underpowered, but it was a success. Many of the concepts such as a System and Finder, persist to this day. It came with MacWrite and MacPaint and some of the other Lisa products were soon to follow, now as MacProject and MacTerminal. But the first killer app for the Mac was Microsoft Word, which was the first version of Word ever shipped.  Every machine came with a mouse. The machines came with a cassette that featured a guided tour of the new computer. You could write programs in MacBASIC and my second language, MacPascal.  They hit the initial sales numbers despite the higher price. But over time that bit them on sluggish sales. Despite the early success, the sales were declining. Yet the team forged on. They introduced the Apple LaserWriter at a whopping $7,000. This was a laser printer that was based on the Canon 300 dpi engine. Burrell Smith designed a board and newcomer Adobe knew laser printers, given that the founders were Xerox alumni. They added postscript, which had initially been thought up while working with Ivan Sutherland and then implemented at PARC, to make for perfect printing at the time. The sluggish sales caused internal issues. There's a hangover  when we do something great. First there were the famous episodes between Jobs, Scully, and the board of directors at Apple. Scully seems to have been portrayed by many to be either a villain or a court jester of sorts in the story of Steve Jobs. Across my research, which began with books and notes and expanded to include a number of interviews, I've found Scully to have been admirable in the face of what many might consider a petulant child. But they all knew a brilliant one.  But amidst Apple's first quarterly loss, Scully and Jobs had a falling out. Jobs tried to lead an insurrection and ultimately resigned. Wozniak had left Apple already, pointing out that the Apple II was still 70% of the revenues of the company. But the Mac was clearly the future.  They had reached a turning point in the history of computers. The first mass marketed computer featuring a GUI and a mouse came and went. And so many others were in development that a red ocean was forming. Microsoft released Windows 1.0 in 1985. Acorn, Amiga, IBM, and others were in rapid development as well.  I can still remember the first time I sat down at a Mac. I'd used the Apple IIs in school and we got a lab of Macs. It was amazing. I could open a file, change the font size and print a big poster. I could type up my dad's lyrics and print them. I could play SimCity. It was a work of art. And so it was signed by the artists that brought it to us: Peggy Alexio, Colette Askeland, Bill Atkinson, Steve Balog, Bob Belleville, Mike Boich, Bill Bull, Matt Carter, Berry Cash, Debi Coleman, George Crow, Donn Denman, Christopher Espinosa, Bill Fernandez, Martin Haeberli, Andy Hertzfeld, Joanna Hoffman, Rod Holt, Bruce Horn, Hap Horn, Brian Howard, Steve Jobs, Larry Kenyon, Patti King, Daniel Kottke, Angeline Lo, Ivan Mach, Jerrold Manock, Mary Ellen McCammon, Vicki Milledge, Mike Murray, Ron Nicholson Jr., Terry Oyama, Benjamin Pang, Jef Raskin, Ed Riddle, Brian Robertson, Dave Roots, Patricia Sharp, Burrell Smith, Bryan Stearns, Lynn Takahashi, Guy "Bud" Tribble, Randy Wigginton, Linda Wilkin, Steve Wozniak, Pamela Wyman and Laszlo Zidek. Steve Jobs left to found NeXT. Some, like George Crow, Joanna Hoffman, and Susan Care, went with him. Bud Tribble would become a co-founder of NeXT and then the Vice President of Software Technology after Apple purchased NeXT. Bill Atkinson and Andy Hertzfeld would go on to co-found General Magic and usher in the era of mobility. One of the best teams ever assembled slowly dwindled away. And the oncoming dominance of Windows in the market took its toll. It seems like every company has a “lost decade.” Some like Digital Equipment don't recover from it. Others, like Microsoft and IBM (who has arguably had a few), emerge as different companies altogether. Apple seemed to go dormant after Steve Jobs left. They had changed the world with the Mac. They put swagger and an eye for design into computing. But in the next episode we'll look at that long hangover, where they were left by the end of it, and how they emerged to become to change the world yet again.  In the meantime, Walter Isaacson weaves together this story about as well as anyone in his book Jobs. Steven Levy brilliantly tells it in his book Insanely Great. Andy Hertzfeld gives some of his stories at folklore.org. And countless other books, documentaries, podcasts, blog posts, and articles cover various aspects as well. The reason it's gotten so much attention is that where the Apple II was the watershed moment to introduce the personal computer to the mass market, the Macintosh was that moment for the graphical user interface.

On this week's episode of ScaleUp Marketing, I talk to René White, a Senior Advisor with the Chasm Group. René works with boards, CEO's, and executive management teams on business challenges tied to revenue growth, He began his career with the storied marketing consulting firm Regis McKenna, where he worked directly with Steve Jobs at Apple for more than five years. Rene and I talk about what makes great positioning and how to do positioning projects the right way. Enjoy.

Regis McKenna wrote about the “never-satisfied customer” — and, in today’s world of endless options, the problem is certainly exacerbated. On today’s PROJECT DISTINCT, Scott McKain looks at what we should do when a customer refuses to be satisfied with the products, services, and experiences that we are providing. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this video I will talk about the Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers book by Geoffrey A. Moore and Regis McKenna. Twitter: https://twitter.com/AttilaonthWorld YouTube video: https://youtu.be/HlGZ7T_a7-A My Goodreads profile: https://www.goodreads.com/user/show/124834970-attila

Today I'm speaking with Roy Notowitz, President of Noto Group Executive Search. Roy has spent nearly his entire career in the Pacific Northwest. His work includes founding the Generator Group, he spent time in recruiting at Nike, he's is a recipient of the SGB 40 Under 40 award and has his own podcast How I Hire.   Facebook Twitter Instagram   The Outdoor Biz Podcast   Show Notes How'd you get introduced to the outdoors? What was your first outdoor experience like? I feel really lucky. I grew up in upstate New York in a small town called Manlius, the Manilius Fayetteville area, which is just outside of Syracuse. And, you know, it was at a time when kids would roam free in the woods, and around the neighborhood. It was a pretty standard neighborhood, but we had woods nearby. We built sledding tracks and we played baseball in the street and in our backyards, we rode bikes. Basically it was a time when parents would just kick their kids out of the house all day and say come home at night for dinner. We were a big ski family, so my parents were, they weren't hippies, but they acted like it. We had a garden and they went jogging before everyone else was jogging. We had a very active and healthy family lifestyle, and we would ski every weekend. Sometimes twice on the weekends or sometimes once during a weeknight. In Syracuse, there are a few different mountains within 20, 30-minute drive. We went to this place called Labrador mountain, “Ski more at Labrador”, was their slogan. And it was like 800 vert, they had a T-bar and chairlift that was super slow. That was a big part of my early outdoor experience. And, and then in my teens, my parents had bought this little fishing cabin in the thousand islands, which is about two and a half hours north of Syracuse, just outside of Brockville, Ontario. We kept our boat on the US side and we'd cross the river and check-in at customs then go to this little Island. And there's a 30 mile stretch of the Saint Lawrence River that flows out of Lake Ontario, bordering New York and Ontario. And there are about 1800 small to medium-sized islands with little cabins and stuff on them. A lot of them aren't winterized, ours wasn't. I saved up all this lawn mowing money that I earned to buy a small aluminum fishing boat and with a 15 horse Evinrude motor. It was my obsession. I became obsessed with fishing for largemouth and smallmouth bass and Northern pike. And there's a 10 mile stretch of that river that I know like the back of my hand to this day. I went back there a few summers ago and I still know where all the Shoals are and where all my fishing spots are. I have a nautical chart framed in my office. It's changed a lot because of the zebra mussels and the cormorants. The whole ecosystem in the Saint Lawrence River hs changed. It's sad in the last 15 years the river has really declined. But that's my happy place. I can still picture the early morning fog burning off the river and then loons and the carp jumping and casting and trolling along the weed beds. What was your first outdoor job? I went to Potsdam college, which is right on the edge of the Adirondack Park. There are 9,000 square miles of lakes, rivers, and mountains, and it's close to the Saint Lawrence River. So I was able to continue to go to the cabin in summers. Potsdam was part of the State University of New York, and they had a satellite outdoor recreation campus on a little Lake called Star Lake. It was about 35, 40-minute drive from campus. Students would go there on the weekends to take classes, physical education classes. So they had a tiny ski hill with the little J bar. And I never taught before. So I basically had to teach how to put your skis on how to fall, how to get up, how to stop and turn. Then in the warmer months, I stayed there in the summer and taught canoeing and sailing, mostly Sunfish and Snarks. I was always active in student activities. I was on the camp board, which is the student board for that outdoor recreation facility. I was a student orientation leader, I volunteered on the local rescue squad. So I had a lot of activities. I was more social than academic at that point. Figuring out a lot of things and whatever you could fit in around the fund. Tell our listeners how you became an outdoor industry recruiter. It's an interesting story and it's part luck, being in the right place at the right time. And it starts in grad school. After Potsdam, I went to Virginia Tech and earned a master's degree in education with a focus on education administration. During my graduate studies, I was really drawn to the career services center and found an interest in how students formed career aspirations and how people figured out what they wanted to do and making the connection between higher education and the business world, which I think to this day, there's still a bit of a disconnect. The challenge was I really didn't have a lot of business experience or career experience. So I don't know if my obsession was because I really didn't know what I was going to do with my career or if I really wanted to help people. Anyway, after grad school, I drove my pickup truck across the country with my dog to Portland, Oregon. It was kind of on a whim, I identified the Pacific Northwest as a place I wanted to be. I checked out Seattle and Portland and Portland just felt kind of right. When I got here, it was July 1995. My first job was pumping gas for five and a quarter an hour. And I also got a second job selling shoes. Hiking and walking shoes at the walking company. I sold the European comfort shoes, mostly like Echo's, Mephisto, and Clarks. They were really innovative and differentiated at the time, they used better materials and construction. I enjoyed the customer interaction and I was always selling in the top 10% nationwide because I'm competitive. I was surprised at how much I enjoyed that job. In fact, I got employee discounts from that manager for maybe 10 years after I worked there. But after about six months of working there, I landed a desk job as a recruiter in a staffing agency in downtown Portland. It was kind of an old school Jerry McGuire kind of staffing agency. On my desk, I had a phone, a shoebox of three by five cards that were blank, a phone book, and a phone. They had computers at the time, but not at that company. We faxed resumes to companies and we took out classified ads on the job. I was marketing candidates to companies. And at the time even candidates paid fees, part of the fees to companies. So very different, but, and it took me about a year to really figure out was I very commission focused. After a year, I got a call. I don't know if it's divine intervention or just luck, but a recruiter called asking if I would be interested in that position at Nike. And in my interview with the HR manager at Nike apparel, he asked, what do you know about apparel footwear? So I took the shoe off of my foot and I started taking him through all of the things I just talked about, the materials, the construction. And he could tell that I had a passion for the product. And he literally said his name's Adam Baker, and every day to this day, I still thank him for that opportunity. But he said, “Okay kid, I'll give you a shot”. So anyway, I landed in the apparel division, right when Nike was shifting from selling tee shirts and accessories with footwear to becoming a functional apparel brand. And that really enhanced the performance of athletes with the fit, the fabrication, and materials. Dry fit when had just come out. So the apparel team was really small in comparison to the recruiting team and the rest of the company. The apparel business grew from 400 million to 3 billion during the time I was there and we recruited about 1200 people in those three years. I learned a ton, it was a great experience. And of course, now it's one of the most successful apparel companies in the world. What inspired you to continue down that outdoor industry recruiter path? That's a great question. I saw a need, to be honest, in recruiting. It's very inconsistent, the results when we were partnering with external firms. You know, the way they represented the brand, Nike was very particular about that. The way that these candidates are screened, we like to use structured interviewing and competencies and, a lot of recruiters were kind of just pitching candidates. And I felt like if we could create a more consistent and more professional service model, sort of like there's no bar associated student association or MBA or any accreditation that's meaningful in recruiting. So I wanted to take it up a notch. And what I realized is there's an opportunity to act more like an in house recruiting team to bring these fortune 500 best practices, to bring more consistency, to have a service delivery model with the accountabilities and, and deliverables, and to really help companies figure out where they want to go and how they want to get there and bringing world-class recruiting resources to small and midsize growth-oriented companies. So that's kind of what my first vision was for The Generator Group and to a large degree that's the vision here as well. So I started The Generator Group and ran that for about nine years. I had two partners and then in 2009, I branched off and started The Noto Group, We're coming up on 11 years here.   What are a couple of the accomplishments you're most proud of? We passed our 10 year anniversary last year and I'm really proud of the team we've built. The team is really my biggest asset here. The level of experience that they bring is significant and clients really trust us. They turn to us when they need an experienced partner that they can trust. And when we do great work, we get more work. There are three things that kind of come to mind. One is being the first outdoor industry professional services firm to become a B Corp, or at least the first outdoor industry recruiting firm, for sure. We certified in 2013, and we've recertified three times and scored higher each time. They get harder every time. And we also, for the last six years in a row have earned B Corp's best for workers award. So this coupled with the opportunity to work with so many great clients has been huge in helping me attract top-level talent to the firm. And then the second accomplishment I think was, a decision I made shortly after I started this firm to really expand our client base beyond the athletic and outdoor industry. So we do work in parallel consumer sectors, such as food beverage, grocery, natural products, restaurant hospitality. And this really aligns us with the way PE firms operate and the way law firms operate with consumer practices and the way investment bankers work. So this strategy has really helped us create more stability for the firm, which then allows us to invest more in the team, the tools, and the causes we care about. And it also enables us to sort of cross-pollinating to generate a more diverse range of candidates for clients. And that's really smart too because it gives you a lot of opportunities to bring a broader resource, broader opportunities to both the client and the applicant, right? Yeah. You might see someone who comes in wanting to focus on outdoor and athletics, but you look at them and you talk to them and you realize, you know what, you're going to fit way better over here. Right? One of the differentiators is that we put a lot of energy and effort into cultivating and engaging this talent ecosystem. We have over 10,800 people following us on LinkedIn. We have a monthly newsletter that goes out to 8,000 people. We have web traffic, like 2,500 to 3000 people a month hitting our sites. So we have a really engaged talent network. And I think that's a huge differentiator for us. I think the third thing I'm most proud of is launching our leadership consulting practice. So last year and in the past 12 months, we've really been working on communicating and integrating our new capabilities and it's been really well received. It started with a colleague and actually a former client, Dr. Ted Freeman, who's based out in New York. He worked at Eileen Fisher, which is basically like the Patagonia of the fashion world. They're a highly sustainable women's fashion brand, and very mission and purpose-driven. We did some work there, some leadership, a CFO, and a board position, and Ted was our client and he branched off on his own. He has a background in leadership development, coaching, and assessment. And I started thinking about how we could wrap these services around our recruiting and our search work to create greater success for clients and to get people ramped up faster and to be more effective, faster. So he, and a bunch of his colleagues that he collaborates with have really helped us broaden and deepen our work around leadership assessment, onboarding, integration, leadership development, and coaching. Our clients are engaging him and his team of colleagues to help do really meaningful work. And so as the economy recovers, I'm confident that this will become even more central. Leadership is a word that's used very lightly. I've found over the years, the more energy effort and thought that you put into hiring and, and developing and, bringing the team along. The more results you get, it's just part of that. The better the team works together too. I think. There's a lot of things that can derail teams and a lot of issues around culture and communication and, people can be more effective. I think that's what companies are realizing now. They don't have a lot of resources to hire a lot of people, especially moving forward. So they have to make sure that they get it right, and that the team is as effective as it can be. You probably have a pretty good read on what's going on in the job market. What are you reading in the tea leaves right now? How's it looking? Um, it's a mixed bag. So there's obviously a significant amount of job loss. And to be honest, I don't think that everyone is going to get hired back. Companies are not going to be like, okay, well, let's get back to work and let's use the same strategy and the same people, it's going to be a complete reset. And there's been some acceleration points, obviously around digital and eCommerce. Some of our clients are really investing in that even while they're divesting other resources. Other companies are realizing, that there are weaknesses within their leadership team, or they have a key position that they still need to fill. So there are still, I would say it went from a flood of opportunities and people calling us every week to see if we could help them work on projects to a trickle. For candidates, I think that means you have to really know your strengths. You have to really know the job that you're best suited for, and you have to go beyond. You can't just look at postings and hope that you can apply and find a job. I think it's going to be really competitive. And I think you're really going to have to make sure that you're able to differentiate and communicate and realize that you're going to have to have a lot of activity to be in the right place at the right time because there's going to be such a competitive market. I feel really bad for a lot of the newly minted job seekers but at the same time. It's an opportunity for people to reinvent and rethink and maybe chart different directions. And I'm sure at the end of the day, even some of these companies that are failing right now, they might get recapitalized. I know there's a lot of private equity firms that might find these distress brands and bring them back to life. And so over time, I'm optimistic that everything will work out and that companies will actually be stronger as a result of this because retail, let's be honest, it was struggling already.vI'm trying to put a lot of resources on our website and blog and being as kind as I can, you know, and my team as well, to be responsive and supportive of job seekers. It's hard to keep up though, for sure. Who are some of the mentors that have helped you along the way, building this great team? I've had a lot, Adam Baker, I talked about who was the person who gave me my start. To this day when I call him, I thank him for giving me my start. But what I learned from him, he was a great manager and supervisor, and I haven't had a lot of managers and supervisors in my career. So I learned a lot from him, always supportive, kind of gave us a lot of freedom, even when we were very inexperienced, he trusted us and very metrics-driven, a lot of communication and follow-through, strategy and planning, follow-through, every month, every quarter, I learned that. Sue Schneider, who was his boss. She was also very involved in guiding the Nike apparel recruiting team and a super straight shooter, great at team building. After I left Nike, she sort of was a constant supporter. She's done tons of offsite strategy and planning meetings for the firm and probably a dozen team-building off-sites. And she never took any money. She always says just to pay me with a bottle of wine and a restaurant gift card. So I got to learn her favorite restaurants. She's fantastic. Steven Gomez, who was the brand president at Nike apparel when I was there, was sort of my boss's boss's boss. I wasn't obviously exposed too much to Steven at Nike, but after Nike, his mentorship really was around getting involved with the community. He's been involved with a lot of really great organizations and he's brought me in to do executive searches and we've also worked together on a few nonprofit boards. He's very process-oriented and he thinks through how to engage all the stakeholders. His leadership is just Epic. I would pretty much do anything for him. His values and his commitment to the community is just inspiring to have in your corner. One other person that I mentioned is Jack Ramsey, he's been a brand and marketing person. He worked for Regis McKenna, which is one of the most successful PR and marketing firms, then Apple and Intel, and companies like that in the early days. He really helped me bring the brand to life and define our differentiation early on with both firms and again, for little or no money. And his thing was acknowledging that people helped him along the way. His expectation of me is that I pay it forward. So I try to also support other entrepreneurs as well. How'd you get into podcasting, how'd you discover it or decide that you wanted to do it? It was born out of a need. So you know, it's called How I Hire, where I interview VP and C level executives to learn their best executive hiring advice and insights. So I started looking for that content in the podcast sphere. And what I found was there were some recruiters and search consultants sharing their own views and some interviewing other recruiters and talent acquisition professionals. But no one was interviewing the actual hiring executives on how they hire. And I saw a huge gap in information that existed out there. And so, you know, people don't want to hear what I have to say. They want to hear what my clients have to say. I love the format because I've interviewed thousands and thousands of people over the years and it's my fascination, learning, and interviewing. I found How I Hire dot com was available and I recruited a top-notch podcaster to help me get things off the ground. It's been about 10, 11 months and we've been doing about one episode a month and we're about to kick it up to two a month. I've been able to get some pretty inspiring leaders to be on the show and it's been really well received and I'm super excited about it. It's one of my favorite things to do. Where do you think that curiosity comes from? Hiring's not a perfect science, so I'm always looking for content and it's so broad and deep. There are so many different areas you can talk about, executive recruiting, selection, diversity, there's just a million topics. And so the curiosity just comes from a learning sort of mindset. The fact that I found that I'm always talking about with our clients and, even when we could go to parties, meet up with friends, I'm always fascinated by again what people do and, and whether or not they're good at it. In companies, there's a leader for marketing and an expert in finance and supply chain and operations and product creation people, and they're all masters at what they do, but everybody recruits and hires and not everyone is great at. Let's talk about any nonprofit work you do. I know you guys do a lot of that. Yeah. I mean, it really aligns with our mission as a B Corp and as a purpose-driven search firm, about 5% of our work is nonprofit. And we have some of that is pro bono. And some of it is at a discounted rate. We donate about 1% of revenue to nonprofits focused on equity and education and environmental conservation and outdoor education. So we work with and donate money to Nature Bridge and Open School and Big City Mountaineers, and Conservation Alliance, organizations like that. We also provide paid time off for volunteer work and match employee donations. We've done executive searches for American Alpine Club, Access Fund, Bicycle Transportation Alliance, OIA, Open School, and Period.org. Just to name a few off the top of my head. And then we also have donated space in our office building that we moved into last year. We have two of our desks are for nonprofits that we support. So, yeah. I try to make that central to our purpose so that 1% or more of revenue and we're trying to do more. I think the more success we have, the more we can do. What outdoor activities do you participate in, do you still out skiing? Not as much, I really have fallen off. My daughter's 12, almost 13, and she's become involved with the equestrian sport. So it's like a year-round thing. She's always training and competing as a Hunter jumper. And I love going to the barn and watching her train and compete. It takes away from our ability to go skiing and hiking on a lot of weekends because literally, it's both days and several times during the week. I'm learning a ton about the sport. It's fascinating. Do you have any suggestions or advice for folks wanting to get into the outdoor biz or grow their career if they're already in the industry? So I could focus on recent college grads or more experienced people, or do you have a preference? So to get into the outdoor industry, actually we have a ton of stuff on our blog and have information out there where people can check it out, but I'll give a good example too. Basically a lot of college grads come saying to me saying that they want to get their foot in the door, or I want to be in sports marketing. And, you know, when I ask if they want to work with athletes or in product marketing or in brand marketing, they're not really clear. They just think sports marketing is outdoor or athletic. So I think the first thing is you really need to do your homework and to understand what jobs are out there and where you might fit in and where the starting points are. and to get creative, you know, like if you just apply to Patagonia, there are 9,000 applicants, you know, for, I dunno how many internships, but a dozen at the most. So it's very hard to do that. And I'll give you an example of somebody who was successful, who I interacted with, from Michigan State. So I got a call. This was three years ago, from this guy named Oliver, Oliver Ambrose. He called me and he said, “I'm a student at Michigan State. I was looking at internships at Patagonia. I realized the recruiter there used to work for your firm, Alyssa Kessler. And so I started checking out your firm and I'm really interested in learning what you do. And wondering if you have any internship opportunities, I'll get myself to Portland for the summer. And these are some of the other things I'm doing”. And he started an outdoor blog, he did travel photography, he was a double major in philosophy and business and all this other stuff. He was obviously ambitious. And so I'm like, all right, well, well, let's talk some more. And we ended up hiring him and he came here for the summer. We got him a bike so he could commute. He was great. In fact, he worked for us for the entire rest of his senior year. Then he got an internship at Prana, probably because of some of the work that he did here. We even gave him a project around helping us become carbon neutral, like evaluating our footprint. And so he got an internship doing work on building a sustainability scoring system and then he got hired in product sourcing and sustainability. He made his way just by being really creative. I think that's a great example. And there are a few other programs that might be like the Portland State Athletic and Outdoor Industry certificate and Oregon State has a product management program. And I'm sure there are others. You are probably not going to get in the door doing the role of your dream job, but you'll get in the door doing something and then work your way into your dream job. If you could have a banner at the entrance to the OR show what would it say? I have two signs. One that says “hiring is a process, not an event”. And that is the more energy and effort and thoughtfulness you put into the process, the better the results you get. And on the other side of the banner, I'd say, “thank you for hiring my team. I love everybody in the industry and feel grateful.” How about favorite books or books you give us gifts? Well, lately I've been giving the book Made to Hire by Marin Huntley and that's about how to get the job you really want. And there are so many job seekers or people interested in making career moves. That's a book that I've been spending a lot of energy helping to promote cause I think it's really good. She has a background both on the corporate side and in marketing and she has also helped a lot of people. She has an online program as well as a book. Do you have a favorite outdoor gear purchase under a hundred dollars? Outdoor Research just came out with this essential face mask and it comes with a removable filter system and a special coating on the fabric that can provide some extra protection. I don't think they can make any claims that it's antiviral, but the construction, the ear loops, the shape, the way it's constructed looks really comfortable. Is there anything else you'd like to say or ask of our listeners? I'm so grateful for the outdoor industry and I feel honored to be on your podcast. I've really appreciated and enjoyed all of the friendships and relationships and professional support that I've gotten over the years. It's hard, you know, especially during these times, where we can't see each other. I really miss everybody and look forward to seeing things soon. Where can people find you if they want to reach out, email, Twitter, Instagram, go to the website? LinkedIn is great. You can follow us on LinkedIn. You can reach out to connect to me. You can InMail me. You can go to notogroup.com and subscribe to our monthly newsletter, which has updates on the jobs we're working on. And you can go to howIhire.com or wherever you listen to podcasts for How I Hire and subscribe. Other Links to what we talked about Noto Group Website    Noto Group Executive Search Services Noto Group Leadership Consulting Services Noto Group Job Board Noto Group LinkedIn Page How I Hire Podcast Website Certified B Corporations Made to Hire Outdoor Research Essential Face Mask Kit Link to Roy on LinkedIn   Please give us a rating and review HERE    

In this episode, we discuss podcasting and the changes underway in the industry right now, particularly in light of Spotify's exclusive deal with Joe Rogan and its other acquisitions. We discuss the opportunities that the format holds for Spotify, and whether it's shift to become an "audio-first" platform will prove to be fruitful. We round things out with our content recommendations of the week. Content discussed in this episode: Marketing Is Everything by Regis Mckenna in the Jan-Feb 1991 issue of HBR. Micromastery by Robert Twigger Micromastery: A Hidden Path to Learning and Happiness (summary and sketchnote of the book) by Tanmay Vora

Regis McKenna wrote about the “never-satisfied customer” — and, in today’s world of endless options, the problem is certainly exacerbated. On today’s PROJECT DISTINCT, Scott McKain looks at what we should do when a customer refuses to be satisfied with the products, services, and experiences that we are providing.

In Episode 5 of the Two Red Chairs podcast, my special guest for this episode is Rob Janoff, the man who designed the Apple logo back in 1977 for Steve Jobs when working as an Art Director for Regis McKenna advertising in Palo Alto, California.Rob was kind enough to sit down for this interview to discuss design, critique, process and of course, the Apple logo. Which capped off a busy few days for Rob during his visit to Sydney from his base in Chicago, where we met him in the Champagne Bar on Level 3 of the Sofitel Sydney Darling Harbour hotel.A big thank you to Rob and the Janoff team, especially Andy Koch, for the opportunity. To the Sofitel Sydney Darling Harbour for allowing us the space to film in your beautiful hotel. And an equally greatest of thank you’s goes to my fellow University alumni mate, Dave Katague for filming and capturing audio for this interview. Links to each are below.This podcast is also available to watch as a really schmick video on our G'day Design Life Instagram or YouTube page, links below.LINKS TO THOSE INVOLVED:Rob Janoff: https://robjanoff.comJanoff Australia: https://www.janoff.com.auSofitel Sydney Darling Harbour: https://www.sofitelsydneydarlingharbour.com.auDave Katague: https://www.davekatague.comWHERE TO FIND G’DAY DESIGN LIFE:Instagram: http://www.instagram.com/gdaydesignlifeYouTube: https://bit.ly/2PT9ihpTwitter: http://www.twitter.com/gdaydesignlifeFacebook: http://www.facebook.com/gdaydesignlifeWebsite: http://www.gdaydesignlife.com

Each month, Tony Uphoff, visionary CEO of Thomasnet.com, joins Cloud Wars Live for a recurring segment. “Uphoff on Industry” will explore the innovations, upheavals, and breakthroughs reshaping the the world of manufacturing and industrial markets. Join Tony and me as we discuss disruptive new trends in the digital-industrial world: how we design, source and manufacture products, and also the new ways in which industrial companies are getting up to speed on marketing, sales and customer experience.Episode 6In this episode, Tony and I start off by discussing how there is substantial increase in software products and services in the industrial marketplace – and how software companies really need to focus on customer success. He says he openly will throw rocks – and live in a glass house at the exact same moment.Tony says that in the spirit of eating their own dog food, Thomas has completely reconfigured over 400 seats of Salesforce and added a completely different order entry system. He says they also ripped out the entire financial software backbone – and installed several other systems to support the financial process.He talks of Regis McKenna, who was a hugely influential figure in Silicon Valley. He was responsible for a lot of the things we think about in modern marketing and positioning – including Apple and Compaq. And he talks of Jan Carlzon, who resuscitated SAS airlines in the 1980s. He’s written a book called “Moments of Truth."I mention the remarkable and unexpected changes taking place in the software world, such as the budding BFF relationship between former rivals Microsoft and Oracle. In the interest of driving more value for customers by helping them integrate software from Microsoft and Oracle, Larry Ellison went so far as to say the two companies now have a "great partnership." See acast.com/privacy for privacy and opt-out information.

Summary There is surprising controversy about wanting only legal immigrants, and then only those who want to assimilate into our culture. I see both as non-negotiable, but many do not. Some even want the opposite. I want to see tightly secured borders, a generous allowance for both the immigrants we want and those who need to be here for reasons of either economic or political persecution. And, yes, a final, post having well-secured borders amnesty for the millions of illegals already here. I am an ardent fan of the historically-successful American melting pot. For the same reasons, I am not a fan of an American salad bowl. For the next 10 minutes, we will talk about who we think we are, who we think we should be, and what it is that immigrants need to assimilate into. Continuing I started the high tech electronics portion of my career in Silicon Valley in the early 80s. An emerging press relations (PR) firm, Regis McKenna, discovered, to their surprise, that they could not deliver the needed cohesive PR message for their client firms. Why? The client firms did not have a cohesive message to deliver in the first place. The CEO, executives, and employees had varying views on what their company was all about. Before Regis and his team could explain to the world who their client was, what it stood for and why it mattered and to whom, the company had to sort that message out before it could be delivered. In short order, Regis McKenna added a strategic consulting firm to the front end of its PR arm. Summary: Regis and his staff needed to help their clients decide who they were before that message could be intelligently announced to the world. In exactly the same way, we, we as Ameircans, must decide who we are, what we are proud of and what we stand for as a culture, before we can invite other people to join us. And before we can proudly tell others why being part of our culture will be a plus--a huge plus--for them. N.B. I said “people” here, not just immigrants. Some of us, and some of our neighbors, need to be reminded of who we are as a people, and what we stand for as a culture. Let’s pause for some clarifications here. I am a supporter of people being bilingual, not countries. When a person has an understanding of more than one language, he is broadened in his thinking. She has insights into other cultures and ways of thinking than can come only from understanding linguistic nuances. When countries are multilingual, it tears them apart. I am also a fan of countries being multi-ethnic, but not multicultural. Bringing different ethnicities together in one culture is like adding alloys to iron to make steel. Bringing different cultures together trying to make a successful country is like stirring rocks in the attempt to get them to blend. American culture was first codified in its founding documents, including the Declaration of Independence and the Constitution. The Founders put in writing that we the people had unalienable rights, rights that came from our creator, not the state. The state could neither grant nor deny these rights; rights including the right to life, liberty and the pursuit of happiness.  For the first time in history, the individual was elevated higher than the state. In a series of astonishingly bold documents and announcements, an unknown group of men and women from an equally unknown backwater British colony, declared that the divine rights imbued in man by his creator completely replaced the false notion of the divine right of kings. What began with the Magna Carta in 1215 was now complete. As long as they were not hanged as traitors for their beliefs.   Today’s Key Point: We are the highly fortunate inheritors of the revolution of 1776. We are here to build on that legacy, not to dismantle it. As a country, with heroic ups and tragic downs, America has indeed been building on that legacy for almost 250 years. Today, America, the world’s oldest democracy,

In this episode of the Shaping Opinion Podcast, we’re doing something different. This is our Year in Review episode. 2018: Moments to Remember. We’ll go back and highlight some of the great moments we’ve had so far in our first year. https://traffic.libsyn.com/shapingopinion/2018_Shaping_Opinion_-_Year_in_Review_auphonic.mp3   2018 was a great year for the Shaping Opinion podcast. We were new. We knew what we wanted to do, but we didn’t know what to expect. We started out with the tagline, we talk about people, events and things that have shaped the way we think. And that’s exactly what we did. We’ve produced 45 episodes, including this one. We’ve captured first-person stories of history. Fun stories, interesting stories, and we learned a lot along the way. This podcast is nothing without its guests. So, we would like to thank each and every one of them who graced us with their time, their thoughts and their stories. Here’s what we discussed. We’ve broken this hour into three chapters. We’ve decided to call the First Chapter Memorable Moments. The Second Chapter is called Things You May Not Have Known. And the Third Chapter is all about You and Me. Chapter One. Memorable Moments. Fallingwater Lynda Waggoner In every episode we strive to capture a moment the was so immersive, that you feel like you were there. You can’t expect it to happen every time, but if you want an idea of one of those moments, listen to Fallingwater’s former director give us a closed-eyes tour of Frank Lloyd Wright’s masterpiece home. Sheila Tate on the Day Ronald Reagan was Shot While some moments can be mesmerizing, others can be sobering. Sheila Tate was press secretary for First Lady Nancy Reagan on the day President Reagan was shot.   Flight 93 We had a similar reminder of how precious life is when we talked to Bill Crowley. He was the FBI agent who served as lead crisis communicator on site in Somerset after Flight 93 crashed in a field on September 11th, 20011. We asked Bill where he was when he first heard of the terrorist attacks on the United States. Regis McKenna, Apple's First Marketing Visionary Regis McKenna We’ve talked to people who had a front row seat to history. We also talked to people who helped make history. Regis McKenna is the marketing man Steve Jobs turned to to help let the world know of Apple Computer when Apple was still based in his parents’ garage. Regis tells the story of when he met Jobs and how he knew the company would be successful from the earliest stages. Frances Arnold: The Nobel Prize Another history-maker in California was Frances Arnold. Just this year, the Nobel Prize committee honored Frances with the Nobel Prize for Chemistry because she figured out a way to harness the power of evolution to help solve some of society’s biggest problems. What it took nature to do in millions of years, Frances found a way to accomplish in weeks. She told us her story and more. Andy Masich Sings Some of our best moments have been when guests surprise us. The head of the John Heinz History Center in Pittsburg talked to us about the Battle of Little Bighorn. That’s a topic he knows well. He’s written books about the American West. And when he talked to us, he allowed his childhood exuberance to re-emerge. Chapter Two. Things You May Not Have Known. Scott Fahlman The Man Who Created the Emoticon Did you ever use an emoticon in one of your emails? :-)  Millions of people do this every day, and most have no idea of where it came from. We had the chance to talk to its inventor, Scott Fahlman. He’s a researcher and professor at Carnegie Mellon who focuses on artificial intelligence. Decades ago, in a moment of joking around, he came up with the emoticon, and his little creation started its journey around the world to where it is today. We asked Scott to tell us just how he came up with the Emoticon in the early days of the Internet when only a few college prof...

IT marketing legend Regis McKenna joins host Mark Amtower on this week's Amtower Off Center for a wide ranging discussion of his marketing philosophy and his experiences in working with clients Apple, Intel, 3Com and other companies in Silicon Valley.

In this Marketing Over Coffee: Andy Cunningham, author of “Get to Aha!” talks about how to dominate through positioning. Direct Link to File Brought to you by our sponsors: LinkedIn and Optimove Working with Regis McKenna and Steve Jobs to launch the Macintosh Andy and the 2nd John Wall The book as map to the […] The post Mothers, Mechanics and Missionaries appeared first on Marketing Over Coffee Marketing Podcast.

What a freaking awesome show!  We were honored to have an extended conversation with Adele Revella, who is literally THE go to expert for Buyer Personas across the whole world.  Not only does she know *everything* but she holds nothing back and calls it like she see's it. SO BADASS Live during this show, Adele actually interviewed Casey as a previous buyer of marketing automation to learn about his persona! Amazing takeaways from this show include: The Two BIGGEST MYTHS About knowing your buyers! Why its not enough to simply have a picture and a name for a Buyer Persona How to actually interview your buyers to learn what you need Guess how many personas a global manufacturing company has- it's way less than you think! Why Demographics are RARELY as important as you think! Links  Twitter: @buyerpersona Buyer Persona Institute: https://www.buyerpersona.com/ Buyer Personas by Adele Revella: https://www.buyerpersona.com/buyer-personas-book The Regis Touch: New Marketing Strategies for Uncertain Times by Regis McKenna: https://www.amazon.com/Regis-Touch-Marketing-Strategies-Uncertain/dp/0201139642

This was one of the most entertaining and insightful sessions of the show.  Robert & Shel have authored a number of books together already.  And the last one is called "Fourth Transformation".  I love reading the book - get it here on Amazon. And I was so excited to have both on the show. Yes, this episode is with two guests.  I know you are going to love it. And I am sure you will hear new things about AR/VR and how this is going to change everything.  Enjoy! More About Shel Israel Shel Israel anticipates how tech will impact business processes. Often with Scoble, he is a frequent keynoter, addressing how tech will next impact business and life. He has spent half his career as a tech business journalist at publications that include Forbes, BusinessWeek and FastCompany. His other half was as a tech marketing and communications consultant. He began at the legendary Regis McKenna, Inc., where his first start up was Sun Microsystems. Over the next 20 years he played strategic roles in more than 100 tech startup launches including the introduction of such enduring categories as desktop presentation (PowerPoint) and mapping (MapInfo), PC sound (Creative Labs) and relational databases (dBase 3Plus). SIPR, the agency he founded and ran for 17 years was purchased in 1994 by Ketchum PR where he served as senior vice president for consumer technology worldwide. He bought it back the following year, and then sold it to a team of employees in 2001, when he returned to his first love of business writing. How to connect with Shel & Robert Twitter: http://twitter.com/shelisrael LinkedIn: https://www.linkedin.com/in/shelisrael Website: https://transformationgroup.io Fourth Transformation Book: http://amzn.to/2gJ6ket   And get your Morning Routine Framework here:  http://hpda.link/mamorningroutine  

Andy Cunningham An entrepreneur at the forefront of marketing, branding, positioning and communicating “The Next Big Thing,” Andy Cunningham has played a key role in the launch of a number of new categories including video games; personal computers; desktop publishing; digital imaging; RISC microprocessors; software as a service; very light jets; and clean tech investing. She is an expert in creating and executing marketing, branding and communication strategies that accelerate growth, increase shareholder value and advance corporate reputation. Andy came to Silicon Valley in 1983 to work for Regis McKenna and help Steve Jobs launch the Macintosh. When Steve left Apple to form NeXT and acquire Pixar, he chose Andy’s public relations agency, Cunningham Communication, to represent him. She continued to work with Steve for several years and has developed marketing, branding and communication strategies for game-changing technologies and companies ever since. Andy graduated from Northwestern University and lives in Palo Alto, California, with her aviator family: her husband Rand Siegfried, and their two children, McKinley and Cormac.

Andy Cunningham An entrepreneur at the forefront of marketing, branding, positioning and communicating “The Next Big Thing,” Andy Cunningham has played a key role in the launch of a number of new categories including video games; personal computers; desktop publishing; digital imaging; RISC microprocessors; software as a service; very light jets; and clean tech investing. She is an expert in creating and executing marketing, branding and communication strategies that accelerate growth, increase shareholder value and advance corporate reputation. Andy came to Silicon Valley in 1983 to work for Regis McKenna and help Steve Jobs launch the Macintosh. When Steve left Apple to form NeXT and acquire Pixar, he chose Andy’s public relations agency, Cunningham Communication, to represent him. She continued to work with Steve for several years and has developed marketing, branding and communication strategies for game-changing technologies and companies ever since. Andy graduated from Northwestern University and lives in Palo Alto, California, with her aviator family: her husband Rand Siegfried, and their two children, McKinley and Cormac.

The buzz: One. Employee engagement is at its highest since Gallup started tracking it in 2000. Real number? Less than one-third (31.4%) of US workers were engaged in their jobs in 2014. Why? Success in our global, uber-competitive economy may be less reliant on strategic investments in technology, acquisitions, products – and more on how you treat your employees. Meaning? It may be time to change your corporate culture…big-time. How? Can one person make a difference? Well, that depends. The experts speak.Tom Koulopoulos, Delphi Group: “Culture is what you learn to survive in an organization (Regis McKenna). Geoff Scott, ASUG: “The difference between those who change the world and those who don't, is that those who do believe they can (Simon Sinek). Pam Seplow, SAP: “Never doubt the ability of a small group of dedicated citizens to change the world. Indeed, it's the only thing that ever has (Margaret Meade). Join us for Employee Engagement Part 3: Changing Corporate Culture - How?

The buzz: One. Employee engagement is at its highest since Gallup started tracking it in 2000. Real number? Less than one-third (31.4%) of US workers were engaged in their jobs in 2014. Why? Success in our global, uber-competitive economy may be less reliant on strategic investments in technology, acquisitions, products – and more on how you treat your employees. Meaning? It may be time to change your corporate culture…big-time. How? Can one person make a difference? Well, that depends. The experts speak.Tom Koulopoulos, Delphi Group: “Culture is what you learn to survive in an organization (Regis McKenna). Geoff Scott, ASUG: “The difference between those who change the world and those who don't, is that those who do believe they can (Simon Sinek). Pam Seplow, SAP: “Never doubt the ability of a small group of dedicated citizens to change the world. Indeed, it's the only thing that ever has (Margaret Meade). Join us for Employee Engagement Part 3: Changing Corporate Culture - How?

Rob Fuggetta is the world’s foremost authority on brand advocacy. Fuggetta is the founder and CEO of Zuberance, a leading social media marketing company that powers award-winning advocacy programs for consumer and business brands. A twenty-year veteran of Silicon Valley, Fuggetta has played a leadership role in three start-ups including Genuity, a Verizon spinout. He was formerly a partner at Regis McKenna, Inc., the legendary Silicon Valley marketing and communications firm that helped put Apple on the map. Fuggetta is the author of “Brand Advocates: Turning Enthusiastic Customers into a Powerful Marketing Force,” published by John Wiley & Sons (2012).