Podcasts about saas it

SaaS導入支援メディア「ITセレクト」オープン　専門コンシェルジュが製品選定をサポート。　アイティメディアと同社子会社の発注ナビは1月15日、SaaSなどのITツール選定を支援する新メディア「ITセレクト powered by 発注ナビ」を共同開設した。従来のSaaS選定支援サイトで見受けられる「資料請求すると多数のベンダーから営業連絡が来る問題」を解決し、ユーザーにとってストレスのないサービスを提供するとしている。

A culinary expert is passionate about cooking! The last thing they want to worry about is logistics, accounting, SAAS IT platforms, and sales. This is the genius behind HUNGRY's marketplace model connecting chefs to corporate catering gigs and events.  Jeff Grass, the CEO and co-founder of HUNGRY, and Jon Ebner,  the NYC market leader, unpack how HUNGRY is disrupting the $100 billion marketplace and working to solve one of the biggest problems in America - starvation.  Origin story What exactly is HUNGRY and the HUNGRY Marketplace? Business in a box Chef Entrepreneurship Leveraging commercial kitchens for better economics The HUNGRY operating system Fundraising City growth and what's next for HUNGRY Connect with Jeff Grass on LinkedIn: https://www.linkedin.com/in/jeffgrass/ Connect with Jon Ebner on LinkedIn: https://www.linkedin.com/in/jonebner/ HUNGRY: https://tryhungry.com/ About your Host Tony Moore and the Winning at Work podcast: Are you looking for a fun and light-hearted podcast to stay current on the trends shaping the $1.6 trillion food and beverage industry? My totally awesome brands featured here take us deep into the world of sustainability, plant-based, food tech, CBD, and good for you. Want to learn how to grow a brand? Scale a brand? I've got you covered.  Join me on my mission to discover what makes these companies different, better, and special. Episode 120 is sponsored by: Timpl Search - National Food and Beverage headhunters for sales, marketing, innovation, and operations. https://www.joynussearch.com/ Contact: Tony Moore. 404-904-9235. Follow me on LinkedIn: https://www.linkedin.com/in/differentbetterspecialbrands/ Music from Uppbeat: https://uppbeat.io/t/soundroll/get-the-funk-in License code: SF3WUKBUJQULFHXE  

David Soden, co-founder and CEO of Aptimyz, talks with Pete Townsend about early entrepreneurial influences, finding purpose in a move from pharmaceuticals to B2B SaaS, the end-all-be-all of delivering customer value...and doubling down during lockdown! For more episodes and our entire back catalogue of show notes go to MoneyNeverSleeps.ie. For insights delivered to your inbox beyond the spoken word, subscribe to our MoneyNeverSleeps newsletter right here on Substack. EPISODE OVERVIEW: Aptimyz is an Ireland-based SaaS startup delivering a complete and affordable EPOS (electronic point of sale) and back-office management solution providing stability for retail in challenging times. If David and Pete had recorded this right after they met pre-lockdown in February, this conversation would’ve been much different! Think about it this way – you build some hard-fought traction with your startup and climb right up to the edge of hitting the market in a big way. Then, the unthinkable happens to not only your target market, but the entire world around you, and the interactions between consumers and small businesses that you relied on as a critical lever to your business, basically drops through the floor. Well, that’s pretty much a masterclass in “Dealing with Adversity” that you can’t get in any business school on Earth. HIGHLIGHTS: Being the youngest of five boys in an entrepreneurial household with both parents and two brothers running their own businesses – “It never looked easy, but it was always exciting, and I think I had the bug from that point.” On one of the biggest takeaways from his days in pharmaceuticals: “It was amazing as a young guy to be involved in a product launch going from zero to $1.5bn in 18 months, with that kind of scale, and see the pre-launch activity through to launch activity through to hyper-growth.” On his purposeful move from pharmaceuticals to SaaS: “It was always important to have that north star and know what you’re working for and why you enjoy doing it.” On his mantra as a startup founder: “It’s not worrying about the money, it’s worrying about whether you’re truly relieving a pain point for the customer.” On his thoughts on startups: “For anyone interested in doing a startup, it’s isn’t easy, and if it is easy, there’s a good chance you’re fooling yourself that you’ve found something that’s really worth it.” On digitalizing retail: “It isn’t about having a till or a PoS and then going online, it’s about having a digital business with a physical connection to the customer in store, and the virtual connection with the customer online, but managing it all in one place.” On the pandemic: “When it hit in March, it was kind of a hold-your-breath moment, and then we realized we could give up, or double down. We doubled down and expanded the team.” On delivering value: “There are a lot better things that retailers can be doing with their money right now than spending it on old PoS hardware.” On lessons learned from pitching to investors: “Be sure of what you want going into it because you can’t cry about it afterwards if you end up with a bad deal.” On looking ahead: “It’s a huge challenge but we’ll be successful if we deliver customer value. It’s not about the shiny buttons, it’s about helping customers run their businesses more efficiently. “ To learn more about Aptimyz, get in touch at info@aptimyz.com. Follow MoneyNeverSleeps on Twitter @MNSShow, Pete Townsend @PeteTownsendNV and Eoin Fitzgerald on @EoinFitzgerald9.

David Soden, Co-founder and CEO of Aptimyz, talks with Pete Townsend about early entrepreneurial influences, finding purpose in a move from pharmaceuticals to B2B SaaS, the end-all-be-all of delivering customer value….and doubling down during lockdown! For more episodes and our entire back catalog of show notes go to MoneyNeverSleeps.ie. For insights delivered to your inbox beyond the spoken word, subscribe to our MoneyNeverSleeps newsletter right here on Substack. EPISODE OVERVIEW: This week Pete talks to David Soden, co-founder and CEO of Aptimyz, an Irish tech startup delivering a complete and affordable EPOS (electronic point of sale) and back-office management solution providing stability for retail in challenging times. If David and Pete had recorded this right after they met pre-lockdown in February, this conversation would’ve been much different! Think about it this way - you build some hard-fought traction with your startup and climb right up to the edge of hitting the market in a big way. Then, the unthinkable happens to not only your target market, but the entire world around you, and the physical interactions between consumers and small businesses that were a critical lever to your business, basically drops through the floor. Well, that’s pretty much a masterclass in “Dealing with Adversity” that you can’t get in any business school on Earth. HIGHLIGHTS: Being the youngest of five boys in an entrepreneurial household with both parents and two brothers running their own businesses: “It never looked easy, but it was always exciting, and I think I had the bug from that point.” On one of the biggest takeaways from his days in pharmaceuticals: “It was amazing as a young guy to be involved in a product launch going from zero to $1.5bn in 18 months, with that kind of scale, and see the pre-launch activity through to launch activity through to hyper growth. On his purposeful move from pharmaceuticals to SaaS: “It was always important to have that north star and know what you’re working for and why you enjoy doing it.” On his mantra as a startup founder: “It’s not worrying about the money, it’s worrying about whether you’re truly relieving a pain point for the customer.” On his thoughts on startups: “For anyone interested in doing a startup, it’s isn’t easy, and if it is easy, there’s a good chance you’re fooling yourself that you’ve found something that’s really worth it.” On digitalizing retail: “It isn’t about having a till or a PoS and then going online, it’s about having a digital business with a physical connection to the customer in store, and the virtual connection with the customer online, but managing it all in one place.” On the pandemic: “When it hit in March, it was kind of a hold-your-breath moment, and then we realized we could give up, or double down. We doubled down and expanded the team.” On delivering value: “There are a lot better things that retailers can be doing with their money right now than spending it on old PoS hardware.” On lessons learned from pitching to investors: “Be sure of what you want going into it because you can’t cry about it afterwards if you end up with a bad deal.” On looking ahead: “It’s a huge challenge, but we’ll be successful if we deliver customer value. It’s not about the shiny buttons, it’s about helping customers run their businesses more efficiently. “ To learn more about Aptimyz, get in touch at info@aptimyz.com. Follow us on Twitter @MNSShow, @PeteTownsendNV and @EoinFitzgerald9

Cloud computing is increasing - quickly.With the continuous growth of software and hardware spend in IT, the demand for SaaS, PaaS and IaaS in company workload is important now more than ever. Dan Kelly, Senior Partner of The Negotiator Guru, knows the attention and concerns that go into cloud computing as well as how to convince companies into making the right decisions for their IT spend. In a previous webinar with computer software company, Flexera, Kelly shares his knowledge of understanding the entire SaaS machine, the rules and responsibilities of sales teams, how to understand and leverage business desks and the negotiation opportunities for new versus existing customers when it comes to buying this software.  Key Takeaways:Companies expect to see an increase in SaaS along with their IaaS, PaaS and cloud environments but not as much on their on-premises softwareToday, 32% of the workload is in IaaS, PaaS and SaaS but an additional workload of 11% is expected to move into IaaS, PaaS and SaaS over the next 12 monthsThe vendors you’re manging today may not be the same vendors that you’re going to manage next month or the end of the year just because SaaS is growing so quickly Be sure to sign up to receive a FREE copy of the presentation so that you can follow along and learn even more about how to control SaaS IT spend with effective contract negotiation!

Yes, I know, I made up a new term, "Currentcy". I am sure there is a better word for what I am thinking, but I have already typed this one, and changing it at this stage of the game, would simply require too much effort. But probably not as much effort as writing this whole paragraph to justify it, but now I've gone and done that, so there is really no going back now. So let's talk about Currentcy. The other side of the Mirror I have been spouting off quite a bit lately, about the evolution of Microsoft Business Applications, and partners needing to get up-to-speed. No small topic to be sure, and one that will be crucial to Microsoft's success with growing our mutual customer base. What I have not spoken about as much, is the view of all of this massive "change", from the existing customers standpoint. It seems they are not nearly as excited as we are. Congratulations! You've been force upgraded from Hamburger to Lobster! But I'm allergic to shellfish! The concept of keeping instances current, and ultimately everyone on the same version, has clear value to Microsoft and its Partners. With the rapid advancement of the platform, supporting old versions is just not an area where any of us wants to invest our precious time and resources. I mean, we're in a damn race here... against... well... everybody. For new customers, the "story" looks pretty amazing, for existing customers... not so much. I feel the earth move under my feet When Microsoft launched Dynamics CRM Online back in 2011, a fair number of customers jumped on the bandwagon. The growth trajectory has been pretty steady since. Customers paid us, and other partners, a lot of money to customize their instances to fit their needs over the years. But I don't know that enough of them grasped the difference between on-premise vs. SaaS, beyond the subscription vs. perpetual cost aspects. I don't think they fully appreciated what "out of their control" means. Many customers invested large sums of money, building mission critical applications, on top of a tectonic plate. This is not a Microsoft issue, it is a SaaS issue, and the entire world is racing to SaaS as fast as they can. Businesses today, will need to have flexible knees. Buyer's Remorse You know that feeling you get, when you see the new model of your 3 year-old car, at a stoplight? Wow! They completely redesigned it! It looks so modern; faster and more powerful, yet with better gas mileage, and the new tech they added is incredible. Suddenly looking back at your car, it seems like a piece of shit, even though you were perfectly happy with it.... yesterday! That's it, I'm trading it in on a new one. But wait a minute, I am upside-down on mine... damn, I'm stuck. Maybe in a year or two... This is where a segment of on-premise customers are sitting today. They are envious of the features, but have not yet recovered their prior investments. It takes a pretty confident person to march into their bosses office and ask for more money, when they said "This is all we will ever need" the last time they asked. Just Stay On-Premise? That is certainly an option, and one that many are electing apparently. You already own the software, it's functioning adequately for your business, and you spent a buttload of money getting it the way you want... so why are Microsoft and your partner hammering you to move to the cloud all the time? Is there really a compelling reason? A reason that is compelling enough to jump from the static world of on-premise, to the continuous motion word of SaaS? It depends. Don't you hate when people say that? You just want a black and white, yes or no answer, but instead you get an "It Depends". Maybe we should review the pros of each, which also are mostly the cons of the other. Pro On-Premise You own the software, unless you also purchased Software Assurance, your ongoing cost to Microsoft is zippo. If it ain't broke, don't fix it. After all the pain and expense of getting it exactly "right" for your organization, the system is finally running like a well-oiled machine, and will continue to do so for the foreseeable future. There is a person, or persons, who are being paid to keep that system humming, and they have job security. If something goes haywire, you have direct access to the database as an option to fix it. You can write SSRS reports using SQL, since you can access it directly You finally got all of your finicky integrations working. You can utilize a large amount of cheap additional storage. Its works fast, even with lousy, or no internet connection. You can continue to use the "Classic UI" indefinitely. Some third-party solutions you depend on don't have a SaaS version. Plus 50 more reasons that are unique to you. Pro SaaS All future development of any consequence by Microsoft, will be on the SaaS products. You are not "Frozen in Time". Scale up and down as needed without buying infrastructure that sits idle. Servers will always be patched as soon as possible, meaning the security will be at least as good as on-premise and probably a lot better. Disaster Recovery is baked in. Create Customer, Partner or Community facing web portals. Consistent and known back-end, to simplify partner development and support. Advanced AI capabilities and Relationship Insights Dynamics 365 for Marketing, Field Service and Project Service Automation capabilities. Access to the full suite of Citizen Developer "Power Platform" tools, so you are not completely hostage to your partner, or the one person on your staff who built everything. Never have to Upgrade again... Period. Microsoft support has full telemetry on your SaaS instances allowing then to more quickly fix your issues. The same telemetry allows Microsoft to fix issues before you are even aware of them. Depending on your size, Microsoft will foot the bill to move your ass over. Plus 50 more reasons that are unique to you. I have to give credit to several MVPs who helped me flesh out the above lists, Nick Doelman, Mike Ochs, Aiden Kaskela, Joel Lindstrom and Andrew Butenko. The Price of Currentcy Back to the topic of this post, as I think about it, there is obviously a cost to keeping current, but there is also a cost to not keeping current. Some of these costs have nothing to do with Microsoft, but rather are specific to your own industry, competition or customer expectations. For example, let's say that you and your primary competitor, are both using Dynamics on-premise. You hear through the grapevine, that your competitor is moving to the SaaS version. Would that concern you? I would venture to guess that your on-premise system aligns to the description often provided by the leader of the Dynamics Engineering team, James Phillips, as a "Forms over Data, reporting system". As long as your competition was limited to the same capabilities, no problem. But what if they add everything under the Pro SaaS column above to their arsenal? Uhoh! Maybe you want to explore doing this first! Let's assume you are on the SaaS version... and for those that aren't, this will be a peek at what they get to deal with. Updates every six months. That sounds scary as hell! It is scary, and it is bumpy, but getting less so with each update. Updates bring new capabilities, and if you are on-premise you might not know what those are, but you don't necessarily have to activate them immediately. In theory, new "potentially disruptive" features and capabilities are off by default, so you should not have to worry about your users running around like the house is on fire every six months. I say "in theory", because some things will not be off by default, or they won't stay off indefinitely. Updates are probably the biggest issue that we all need to worry about. They will add some angst to your life every six months, even if they go perfectly smoothly. If they don't, then you will find yourself scrambling for a little while grabbing the loose wires and reconnecting them. You should also prepare to be frustrated, when Microsoft makes available a robust new feature in an update, that you just paid dearly to have custom developed. Maybe you can ask your developer for a refund. The real price of currentcy, is "Change Management", a term that seems to have risen in prominence with the SaaS revolution. In the on-premise world, it reared its head every several years, or for some customers, once a decade. In the SaaS world it is now a minimum every six months, and maybe more often than that. "Change Management" is a bitch. The biggest appeal to moving to SaaS, are the promised gains in productivity, efficiency, engagement, analytics, etc., but none of those are automatically "realized", they are just made "available". In fact, Change Management is such a big topic, I think I'll save it for another post.  

Data analytics are everywhere. The commercial real estate industry is ultra-competitive and companies are looking for any sort of edge. Phil sits down with Donna Salvatore, the CEA and founder of Megalytics, a Chicago based tech company providing data analytic services to the commercial real estate industry. Phil and Donna discuss the value of utilizing big data, the trend of data being applied to various industries, and specific applications to the commercial real estate industry. Megalytics has proprietary software which assimilates data from over 100 sources and scores prospective commercial tenants to help property owners determine the tenant’s ability to meet financial obligations. Megalytics is an impressive Chicago based start-up that enables timely, effective investment and management decisions through an automated platform that integrates large and disparate data sources and proprietary algorithms and scoring models to help standardize due diligence and risk assessment processes. The founder, Donna Salvatore, has a 37-year track record for successful launching and growing new businesses in data analytics and technology, with 22 years as CEO of a number of different SaaS/IT companies. Before founding Megalytics, she was Group CEO of Techniche (Australia) managing a global portfolio of IT Companies located in the UK, Germany and Australia as well as doing M&A work. Prior to that she was the CEO of an early stage health care company in healthcare population management and medical homes. Prior to that she was CEO of an artificial intelligence/knowledge management company with a focus on CRM.

Diane Chime is the senior Manager for Early Stage Investments at the Ohio Development Services Agency (DSA). In her role, she directs a $37 MM venture debt portfolio and serves as the fund of Funds manager for the $247 MM Ohio Third Frontier seed and seed+ portfolios that co-invest with angel and venture funds around the state. She is DSA’s staff designee to the Ohio Venture Capital Authority, a $150 MM commitment by Ohio General Assembly to expand access to capital to startup companies. Her direct investment experience not only includes financial, business and technical due diligence, but also underwriting and structuring transactions from pre-revenue to growth and expansion stage firms. Her primary specialization includes MedTech and SaaS/ IT based platforms, but her personal interests presently are Etherium-focused. Within a three-year period, she has reviewed over 350 early stage companies and secured $50 MM of loan approvals at an average deal size of $1.2 MM. And which, to date, 99% percent of closed transactions remain active. Prior to managing DSA’s early stage initiatives, Diane managed the state of Ohio’s $1.1 billon (480+ investments) economic development loan and bond portfolios. As Operations Manager at the Ohio Treasury, she coordinated activities among operational departments that annually collect and process revenue exceeding $50 MM and invest more than $11 billion. While serving as a financial analyst at a Midwest-based investment bank, she structured notes, bonds and various other debt vehicles for sale to the public and private markets and credits her non-traditional funding models to the experience gained from the position. She has held multiple marketing and communications positions and is noted for her ability to translate difficult financial concepts into digestible media opportunities. Formally, she earned and previously held the General Representative Securities License 7 issued by the National Association of Securities Dealers, now FINRA, and is recognized by the Association for Financial Professionals (AFP) as an active Certified Treasury Professional (CTP). Fundamental to the CTP designation is a foundation that resides upon the financial and regulatory knowledgebase necessary to manage a corporation’s cash operations, including daily cash flow and forecasting, and its debt and investing activities. Diane holds undergraduate degrees in Liberal Arts and Economics and a Master’s Degree from the University of Cincinnati, The Ohio State University, and Ohio Dominican University, respectively. This is the audio recording from the live event on 10/9/2017. https://development.ohio.gov www.startupgrind.com/columbus www.awh.net www.rev1ventures.com

Brian Katz talks with Ben Haines (@bhaines0), former CIO of Pabst and current CIO of Box.net about all SaaS IT, real-life BYOD success, managing MDM and Mobile Devices and how Ben saved the Twinkie from extinction.