Podcasts about smes

In this episode, Megan Kohler discusses the complexities of neurodiversity, debunks common misconceptions, and introduces a research-grounded model to support neurodiverse learners in education. We explore practical strategies, the role of AI, and how to foster inclusive learning environments. Connect with Megan: https://www.linkedin.com/in/mkohler26/ Megan's website: https://www.megankohler.org

Website traffic is falling across the board, and it's tempting to read that as a marketing problem. It usually isn't. AI summaries now answer the generic top of funnel questions people used to click into your site to answer, so the casual browsers never arrive. The visitors who do show up are the ones already deciding whether you're a fit. That changes what a manufacturing website is for. A list of machines, materials, and certifications was fine when buyers were willing to dig. Now they want a specific answer to a specific question, and if your site makes them hunt for it, they'll go back to Google or ChatGPT and get an answer from a source you don't control. We talk with John Greeley of Navu about what shops should actually do about it, and a lot of it isn't what you'd expect. Old content that used to sit harmlessly on your site is now working against you, because LLMs read your whole site at once and stop citing you when they find pages that disagree with each other. Less content with more depth beats the old habit of publishing a page for every possible search term. The other half of this is labor. The questions landing in your info inbox are usually answered somewhere on your site already, and they're pulling SMEs and owners off the work that actually moves the business. John walks through a real buyer journey where the ninth question was a technical spec buried on page 193 of a PDF, and the tenth was how to talk to sales. Nobody on that team spent a minute on it until the lead was qualified. Brooke also joins us in the host seat for the first time and gives the Gen Z read on all of it, which mostly comes down to letting people find what they need before anyone tries to sell them something. What's Covered in this Episode (0:00) Brooke steps into the host seat, and John introduces Navu (6:38) Take your shop to the next level with DN Solutions (7:50) What a single line of JavaScript can tell you about visitor behavior (10:35) About 37% of users who eventually convert used the chat along the way (11:42) Why traffic is down but conversions aren't (13:26) How LLMs read your entire site at once and punish conflicting answers (16:17) Less content, more depth, and a ruthless pruning habit (17:35) Your site's unanswered questions as a canary in the coal mine (20:14) What buyers actually asked Mike when Hill rebuilt its site (22:15) Why the old pop up chatbots earned their bad reputation (24:42) More than 60% of buyers now start their research in a chat interface (26:16) Turning AI buzzwords into outcomes at the IMTS Industrial AI Conference (27:04) Labor savings is how most customers justify the spend internally (28:50) The landing page listings and a conversation about instant gratification (32:12) Quote response time as the number one factor in winning or losing work (35:13) The real user journey and the questions that you see (38:30) Brooke on why her generation would rather research than call (42:27) Salespeople querying the site mid call instead of chasing down an SME (44:31) Kennametal's Next Level Shop at IMTS 2026 (45:34) Get started and build a custom demo at navu.co/makingchips Resources Mentioned DN Solutions IMTS Industrial AI Conference, Wednesday September 16, South Building Check out the Kennametal booth at IMTS 2026, the Next Level Shop, booth 431800 in the West Building, level 3 Connect with John Greeley Email John Greeley: john@navu.co Navu Connect with MakingChips MakingChips.com On Facebook On LinkedIn On Instagram On Twitter On YouTube

In Episode 111 of the Cybersecurity Readiness Podcast Series, Dr. Dave Chatterjee is joined by Bruno Lecoq, CEO of BEMO, to examine the gap between executive intention and operational security reality in small and medium-sized organizations, and what it costs when resource trade-offs, unclear ownership, and optimism bias quietly undermine programs that look sound on paper.Drawing on his nearly sixteen years at BEMO and twenty years at Microsoft before that, working with companies of 10 to 1,000 users across multiple verticals, Bruno argues that the recurring failure point is rarely the tools; it is the absence of clear ownership, aligned resources, and sustained discipline. The conversation moves through why IT alone cannot own security, how the function's reporting line shapes whether it is treated as a cost center or a strategic capability, and a detailed walk-through of a SOC 2 "fire drill" scenario that Dr. Chatterjee analyzes through his Commitment–Preparedness–Discipline (CPD) Framework.The discussion also covers how BEMO uses AI-driven log review and unannounced tabletop exercises to keep clients honest about their true readiness, why Bruno turns away prospects who treat compliance as a paperwork exercise rather than a genuine security commitment, and why he believes cybersecurity and compliance, approached the right way, are a competitive advantage rather than a cost of doing business.To access and download the entire podcast summary with discussion highlights - https://www.dchatte.com/episode-111-closing-the-gap-between-leadership-intention-and-operational-security-reality-a-cpd-lens-on-smb-cybersecurity-governance/Connect with Host Dr. Dave ChatterjeeLinkedIn: https://www.linkedin.com/in/dchatte/ Website: https://dchatte.com/Books PublishedThe DeepFake ConspiracyCybersecurity Readiness: A Holistic and High-Performance ApproachArticles & Cases PublishedChatterjee, D. (2026). The Cryptographic Reckoning: Why Quantum Readiness Begins with Agility, Not Algorithms, The INFORMS Analytics Magazine, June 26, 2026Chatterjee, D. (2026). The New Digital Fragility: How AI-Enhanced Cyber Threats Are Reshaping Operational Resilience, The INFORMS Analytics Magazine, March 4, 2026Chatterjee, D. (2026). Root: Automating the Remediation Gap, Ivey Publishing, Jan 7, 2026.Ramasastry, C. and Chatterjee, D. (2025). Trusona: Recruiting For The Hacker Mindset, Ivey Publishing, Oct 3, 2025.Chatterjee, D. and Leslie, A. (2024). “Ignorance is not bliss: A human-centered whole-of-enterprise approach to cybersecurity preparedness,” Business Horizons, Accepted on Oct 29, 2024.Isik, O., Chatterjee, D., and Lourenco, D.A. (2024). “Getting Cybersecurity Right,” California Management Review — Insights, Accepted for Publication, July 8, 2024. Chatterjee, D. (2023). “Mission critical – How American Cancer Society successfully and securely migrated to the cloud amid the pandemic,” I by IMD, March 13, 2023.Chatterjee, D. (2022). “Preventing security breaches must start at the top,” I by IMD, September 28, 2022, Institute for Management Development, Lausanne, SwitzerlandChatterjee, D. (2022). “Making Cybersecurity Readiness Mainstream,” Executive Blog Post, NETSPI, March 1, 2022Benz, M. and Chatterjee, D. (2020). “Calculated Risk? A Cybersecurity Evaluation Tool for SMEs,” Business Horizons, available online from May 4, 2020Chatterjee, D. (2019). “Should Executives Go To Jail Over Cyber Attacks,” Journal of Organizational Computing and Electronic Commerce, Vol 29, Issue 1, pp. 1-3.Abraham, C., Chatterjee, D., and Sims, R. (2019). “Muddling through cybersecurity: Insights from the U.S. healthcare industry,” Business Horizons, July 2019.

SMEs are not fearful right now. They are cautious. There is a difference, and Peter Gallanagh, UK&I CEO at Azets, is clear about what it means in practice. In this episode of Fresh Perspectives, Rob Brown talks with Peter about the pressure building across the UK's small and mid-sized business community. Not one single issue but a cumulative weight of inflationary pressure, taxation changes, labour shortages and higher borrowing costs landing all at once. The businesses navigating it best are not the ones predicting the future perfectly. They are the ones adapting to it fastest. Peter and Rob cover what it takes to lead well in an ambiguous environment, why not taking decisions is more dangerous than taking wrong ones, and what the trusted advisor relationship looks like when a business owner is exhausted and the financial advice barely scratches the surface of what they actually need. Peter's message is direct: it is not always the business at all costs. Sometimes it is the person at all costs. Knowing the difference is what separates a good advisor from a great one. Connect with Peter Gallanagh on LinkedIn. +++ Fresh Perspectives is the business podcast from Azets where advisers, experts and leaders share fresh thinking to help you move forward with confidence. Each episode explores real-world challenges and opportunities for business owners and entrepreneurs, from finance and growth to leadership and technology. Formerly Bang The Drum, the show continues Azets' commitment to sharing practical advice, new ideas and inspiring stories from across the business community. This podcast has featured at #1 in the Apple Podcast charts for Management podcasts and #19 in the Apple Podcasts charts for Business podcasts. Follow and subscribe to Fresh Perspectives on your favourite player, leave a review and share it with others who you think might enjoy it. Find more about Azets at www.azets.com. Contact us at podcast@azets.co.uk.

Stephen Grootes speaks to Jeremy Lang, managing director of Business Partners, about the funding mistakes SMEs can make when financial pressure hits, from taking on the wrong type of debt to using finance to mask deeper operational problems. The Money Show is a podcast hosted by well-known journalist and radio presenter, Stephen Grootes. He explores the latest economic trends, business developments, investment opportunities, and personal finance strategies. Each episode features engaging conversations with top newsmakers, industry experts, financial advisors, entrepreneurs, and politicians, offering you thought-provoking insights to navigate the ever-changing financial landscape.  Thank you for listening to a podcast from The Money Show Listen live Primedia+ weekdays from 6 pm to 8 pm (SA Time) to The Money Show with Stephen Grootes broadcast on 702 https://buff.ly/gk3y0Kj and CapeTalk https://buff.ly/NnFM3Nk For more from the show, go to https://buff.ly/7QpH0jY or find all the catch-up podcasts here https://buff.ly/PlhvUVe Subscribe to The Money Show Daily Newsletter and the Weekly Business Wrap here https://buff.ly/v5mfetc The Money Show is brought to you by Absa     Let's keep the conversation going online:   702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/CapeTalk 702 on YouTube: https://www.youtube.com/@radio702   CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/Radio702 CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Community Foundation Ireland has quietly reshaped Irish giving since 2000, channelling €200 million into communities across the country while building a model built on data, trust and long-term partnership.In this episode, CEO Denise Charlton joins the ThinkBusiness Podcast to explore how strategic philanthropy works in practice, from backing causes before they find public support to helping a new generation of wealthy families think through purpose, legacy and impact. She discusses Ireland's unique culture of anonymous giving, the rise of donor-advised funds, and what policy change could unlock the next chapter of Irish philanthropy.Visit www.thinkbusiness.ie for more news and supports for start-ups and SMEs in Ireland. If you want to start and grow a business, ThinkBusiness.

Blaine Billingsley is a Member of Technical Design Staff at OpenAI whose path into the field ran through music composition, spare-change website work at college, and a decade across Gmail, Airbnb, YouTube and Slack. At OpenAI he was hired to work on Presence, then redirected to solve a more immediate problem: making ChatGPT genuinely useful as a daily tool for designers. Working with a single engineer, he built the ChatGPT product design plugin — a bridge between the raw power of Codex and the day-to-day workflow of product teams. In this conversation with Randy Silver, he talks about what design actually means when your interface is a text box, why volume beats perfection in an age of infinite iteration, and why the fundamentals of good product thinking are more durable than the tools used to apply them.Key takeaways— The designer's job at an AI company has shifted from pixels to outputs. Deciding what "good" looks like, building the criteria to evaluate it, and heuristically assessing results is now a core part of the role — one that didn't exist in the same form at Gmail or Slack.— LLMs don't replace structured creativity techniques; they scale them. The crazy eights exercise squeezes eight ideas from a room of people in eight minutes. A well-directed ChatGPT session can return 80 in the same window, alone, while you're at lunch.— Volume beats perfection. The best way to make a pot isn't to try to make the best pot — it's to make a thousand pots. That logic now applies directly to prototyping: generate at scale, stay unattached, and find the nugget in the noise.— Evals are closer to synthetic user research than quality assurance. The hardest part isn't building the rubric — it's correctly anticipating what people will actually try to do. Show it to one more person and your assumptions will immediately break.— The second 80% problem hasn't gone away. Getting to a working prototype is dramatically faster; getting that prototype to production is still gruelling — and becomes harder still when platform direction shifts mid-sprint.— Small teams with AI assistance need to protect the rituals that keep them aligned. When two people can each produce a week's worth of work in an afternoon, parallel drift becomes the real collaboration risk.— Role boundaries are dissolving, but specialisations still matter. The question is less "what is your title" and more "what does the band need right now, and can you play that part?"— Experience brings judgment; freshness brings juice. The best work often comes from junior designers unconstrained by years of accumulated assumptions — and both things need to be in the room.Chapters (00:00) Introduction(01:14) Blaine's background: from music composition to product design (02:32) What design means at OpenAI (04:21) The ChatGPT product design plugin (06:12) Deciding what to build: the early exploration (10:05) Structured creativity and LLM-powered ideation (13:37) Volume over perfection: the thousand pots approach (16:13) Designing as a two-person team (20:29) What is the job now? (23:33) Evals as synthetic user research (27:08) Testing at scale when you can't know your users (30:15) How they actually did the research (33:01) The second 80%: from prototype to production (35:06) Staying aligned without roadmaps (38:19) Demo: the product design plugin (44:52) When a prototype isn't ready to ship (48:26) Design sprints, reimagined (49:27) Advice for joining an AI-first product team (52:17) The jazz analogy: experience, freshness and your role in the band Featured LinksChatGPT for Work: https://openai.com/chatgpt Codex: https://openai.com/codex Figma: https://figma.com FigJam: https://www.figma.com/figjam Linear: https://linear.appOur HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

Timestamps:00:24 – Buying a Business as a Founder Path05:54 – Starting at One Instead of Zero17:17 – Why Succession Deals Fall Apart24:59 – The First 100 Days After the DealEpisode description:Lars Sager is the co-founder of ENEX, a company helping ambitious entrepreneurs take over established SMEs and navigate the succession process. He grew up around a family business that goes back to 1882, later built and exited Contactify, and eventually found his way into one of Switzerland's biggest entrepreneurial questions: who will take over the thousands of companies looking for a successor?In this episode, Lars explains why starting from scratch is not the only way to become an entrepreneur. For some people, buying an existing business can be the better path. You are not beginning with a blank page. There is already a company there, with something banks can understand and a future owner can build on.But succession is very different from the startup playbook. A new owner cannot just come in and break things. The first months are often more about earning trust than proving how much you can change. Lars also shares why bank financing is such a crucial part of the process, and how AI could make traditional SMEs more attractive for a new generation of entrepreneurs. For him, the real test is not whether the deal closes. It is whether the company is still alive and doing well ten years later.Don't forget to give us a follow on⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠,⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, and⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Youtube ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠so you can always stay up to date with our latest initiatives. That way, there's no excuse for missing out on live shows, weekly giveaways or founders' dinners.

SMEs are central to the UAE economy, yet access to credit remains one of their biggest challenges.In this episode of Couchonomics with Arjun, Hassan Reda, Co-Founder & CPO of CredibleX, and Anand Nagaraj, Co-Founder & CEO of CredibleX, unpack why SME lending has remained difficult for banks and fintechs, and what needs to change to close the financing gap.They explain how embedded lending can solve the distribution problem, why working-capital finance requires a different approach to traditional business loans, and how better underwriting, alternative capital and AI could reshape SME financing in the UAE.

In this episode of The Bottom Line, Sevan sits down with Josh Steen, Founder of Lion Financial Group. Josh shares how his entrepreneurial journey led him into equipment and asset finance, where he built a business from zero to 250 clients in just three years. He explains how Lion Financial Group helps SMEs navigate lending, match with the right funders and secure finance quickly through access to more than 40 lenders. Across the conversation, Josh discusses the risks business owners face when seeking finance, the importance of choosing the right lending partner and how technology and AI are reshaping the broker market. He also shares his approach to goal-setting, measuring performance, building a strong team and maintaining control over the direction of the business. Josh also reflects on his alcohol-free journey in 2025 and the impact it has had on his health, leadership and business performance. Looking ahead, he discusses his ambition to grow the business to 1,000 clients, expand the team and potentially establish a mortgage-broking arm.See omnystudio.com/listener for privacy information.

Find out why organizations are adopting hybrid cloud and how SMEs are using strategic workload placement to reduce infrastructure costs, strengthen security, and address compliance challenges while avoiding the high waste rates associated with cloud-only environments.Learn more at https://apticallc.com/services/cloud/hybrid-on-premise-to-cloud/ Aptica, LLC City: Fort Wayne Address: 1690 Broadway, Suite 10, Website: https://apticallc.com/

Our survey results are in! 587 instructional designers shared with me their thoughts, feelings, use cases, and perceptions of AI.  Here's the full breakdown and actual look into how instructional designers are interacting with AI.

Gaurav Keerthi, CEO of StrongKeep, a Singapore-based cybersecurity startup that provides SMEs with AI-driven security and compliance platforms, returns to Kopi Time to discuss the topic of the moment. In this wide ranging conversation, we begin by talking about why secure AI is a fundamentally different proposition compared to traditional software. Gaurav walks us through the essence of an AI-driven large language model, the unintended consequences that can arise even without hallucination or bad actor involvement, and the layers of risks involved. We comb through recent headlines to underscore the quick changing environment around cyber safety and security. We then take stock of the resources needed to deal with this constantly evolving risk, and how that leaves particularly small businesses vulnerable. Gaurav calls for cybersecurity in the AI era to be considered a public good that informs all business and regulatory decision-making. He is also keen to see a fundamental reshaping of cyber infrastructure, with built-in, publicly funded and monitored guardrails and reporting. The silver lining? The well-intentioned efforts toward innovation and safety can keep pace with the pernicious aspects. There is hope.See omnystudio.com/listener for privacy information.

Stephen Grootes speaks to Luncedo Mtwentwe, managing director at Vantage Advisory, about why tax season should be more than a compliance exercise for South Africa's small businesses. With filing season now in full swing, many entrepreneurs focus on meeting SARS deadlines, but tax time also offers an opportunity to assess the financial health of a business. The Money Show is a podcast hosted by well-known journalist and radio presenter, Stephen Grootes. He explores the latest economic trends, business developments, investment opportunities, and personal finance strategies. Each episode features engaging conversations with top newsmakers, industry experts, financial advisors, entrepreneurs, and politicians, offering you thought-provoking insights to navigate the ever-changing financial landscape.  Thank you for listening to a podcast from The Money Show Listen live Primedia+ weekdays from 6 pm to 8 pm (SA Time) to The Money Show with Stephen Grootes broadcast on 702 https://buff.ly/gk3y0Kj and CapeTalk https://buff.ly/NnFM3Nk For more from the show, go to https://buff.ly/7QpH0jY or find all the catch-up podcasts here https://buff.ly/PlhvUVe Subscribe to The Money Show Daily Newsletter and the Weekly Business Wrap here https://buff.ly/v5mfetc The Money Show is brought to you by Absa     Let's keep the conversation going online:   702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/CapeTalk 702 on YouTube: https://www.youtube.com/@radio702   CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/Radio702 CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

Felisha Singh – Head: Client experience, insights and adoption, Standard Bank SAfm Market Update - Podcasts and live stream

Dr Cat Hicks is a psychological scientist and the founder of Catharsis, a human-centred research consultancy that works with engineering organisations. After self-funding her first open-access study into developer motivation, she was recruited to lead the Developer Success Lab at Pluralsight — a three-year programme that generated large-scale empirical research across hundreds of companies and more than 11,000 developers. Her book, The Psychology of Software Teams, published in July 2026, brings that evidence to bear on the question her industry keeps asking: why do smart people in smart organisations so often struggle to work well together? We talk about the hidden costs of treating developers as interchangeable units, what large-scale cycle time data reveals about individual performance, and how product managers can build the conditions for teams to actually thrive.Key takeawaysThe "brains and jars" model — treating developers as interchangeable, isolated computing units — does not just feel demeaning; it actively undermines the collaborative, social work that makes software teams effective, and is linked to burnout, self-censorship, and a breakdown of trust.Cycle time data from 216 companies and over 11,000 developers shows that individual performance fluctuates dramatically week to week — it is not a stable personal trait — which means slow periods are usually an environmental problem, not a personal one.Over-production pressure (the constant pull towards short-term delivery) has measurable cascading effects: developers stop mentoring, stop surfacing problems to managers, and stop investing in long-term code quality. It can be measured and, with committed leadership, changed within weeks.AI is producing genuine identity threats, not just productivity disruption. Teams that lower the "threat temperature" — framing change as a shared technical challenge and affirming that new skills can always be learnt — unlock significantly more adaptive and curious behaviour.Metacognitive scaffolding — building structured strategies for thinking about your own thinking, not just raw output — is more trainable than cognitive capacity and is almost entirely absent from how agentic coding environments are currently designed.Superordinate goals (shared outcomes that transcend individual preferences) allow diverse teams, including those who prefer deep solo work, to collaborate productively without demanding that everyone care about the product in the same way.Chapters(00:00) Opening (01:06) Cat's background and the book (04:40) Defining a software team (07:02) Building the Developer Success Lab (10:26) The brains and jars model (13:14) What the model costs teams (17:54) Why communicating value is so hard (19:04) What change looks like in practice (23:01) Code review anxiety and cycle time research (27:55) AI's effect on developer identity (31:57) Agentic coding and cognitive fatigue (35:46) Threat, play, and psychological safety (38:19) Working across disciplines (43:04) What product managers can do (48:00) Wrap-upReferencedThe Psychology of Software Teams by Dr Cat HicksThe Programmer's Brain by Felienne HermansThe Psychology of Computer Programming by Gerald WeinbergDeveloper Success Lab (Pluralsight)DORA projectCatharsis — Dr Cat Hicks's consultancyFight for the Human — Dr Cat Hicks's newsletterDr Cat HicksLearning Opportunities Claude skill — by Dr Cat HicksDeliberate practice and chess improvement study (44,000 Chess.com players)Our HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

In Episode 110 of the Cybersecurity Readiness Podcast Series, Dr. Dave Chatterjee is joined by Dr. Varin Khera, Co-Founder and Chief Technology Officer of SecStrike and Head of Asia Pacific at Yarix, to examine how frontier AI models have shifted the offense-defense balance in cybersecurity, and why the annual or semi-annual penetration test — long treated as a reliable baseline control — can no longer keep pace with adversaries who reason adaptively, chain misconfigurations across dozens of systems, and build their own attack playbooks in real time.Dr. Khera, who sits on both sides of the AI arms race — building EchoStrike, SecStrike's AI-driven, model-agnostic “symbiotic penetration testing” platform, while also advising enterprise clients through Yarix on how to defend against that same class of technology — walks through how frontier AI differs from the automation that preceded it. Using a locksmith analogy, he explains that older AI tools executed a fixed playbook, while frontier models construct the attack path themselves, discovering and exploiting misconfigurations a once-a-year human-led test would never have the time or reach to find. The conversation details the architecture behind EchoStrike: Crimson Nexus, a persistent, fingerprint-based knowledge engine that learns from past human decisions; the Red Engine, which orchestrates and executes validation actions; Recon, which continuously maps external attack surfaces; and the patent-pending Adaptive Threat Validation (ATV) engine that ties the components together and escalates high-judgment decisions to a human reviewer before any high-impact action is taken.Analyzed through Dr. Chatterjee's Commitment–Preparedness–Discipline (CPD) Framework, the episode also addresses how security leaders should frame the case for continuous validation to the board — not as a technology purchase, but as a decision about whether to close a known and growing risk — and closes with a rapid-fire exchange on the misconceptions, governance gaps, and accountability questions defining this next phase of AI-driven offensive and defensive security.To access and download the entire podcast summary with discussion highlights - https://www.dchatte.com/episode-110-when-the-attacker-builds-the-key-frontier-ai-and-the-future-of-continuous-penetration-testing/Connect with Host Dr. Dave ChatterjeeLinkedIn: https://www.linkedin.com/in/dchatte/ Website: https://dchatte.com/Books PublishedThe DeepFake ConspiracyCybersecurity Readiness: A Holistic and High-Performance ApproachArticles & Cases PublishedChatterjee, D. (2026). The Cryptographic Reckoning: Why Quantum Readiness Begins with Agility, Not Algorithms, The INFORMS Analytics Magazine, June 26, 2026Chatterjee, D. (2026). The New Digital Fragility: How AI-Enhanced Cyber Threats Are Reshaping Operational Resilience, The INFORMS Analytics Magazine, March 4, 2026Chatterjee, D. (2026). Root: Automating the Remediation Gap, Ivey Publishing, Jan 7, 2026.Ramasastry, C. and Chatterjee, D. (2025). Trusona: Recruiting For The Hacker Mindset, Ivey Publishing, Oct 3, 2025.Chatterjee, D. and Leslie, A. (2024). “Ignorance is not bliss: A human-centered whole-of-enterprise approach to cybersecurity preparedness,” Business Horizons, Accepted on Oct 29, 2024.Isik, O., Chatterjee, D., and Lourenco, D.A. (2024). “Getting Cybersecurity Right,” California Management Review — Insights, Accepted for Publication, July 8, 2024. Chatterjee, D. (2023). “Mission critical – How American Cancer Society successfully and securely migrated to the cloud amid the pandemic,” I by IMD, March 13, 2023.Chatterjee, D. (2022). “Preventing security breaches must start at the top,” I by IMD, September 28, 2022, Institute for Management Development, Lausanne, SwitzerlandChatterjee, D. (2022). “Making Cybersecurity Readiness Mainstream,” Executive Blog Post, NETSPI, March 1, 2022Benz, M. and Chatterjee, D. (2020). “Calculated Risk? A Cybersecurity Evaluation Tool for SMEs,” Business Horizons, available online from May 4, 2020Chatterjee, D. (2019). “Should Executives Go To Jail Over Cyber Attacks,” Journal of Organizational Computing and Electronic Commerce, Vol 29, Issue 1, pp. 1-3.Abraham, C., Chatterjee, D., and Sims, R. (2019). “Muddling through cybersecurity: Insights from the U.S. healthcare industry,” Business Horizons, July 2019.

The opportunity to unlock new revenue doesn't always require finding new clients – sometimes it's about having different conversations with the ones you already have. Stephen Lew, state manager for NSW and the ACT at SME lender Lumi, joins In Focus to explore how SME lending is set to evolve over the next five years, from the rise of data-driven decision making to the expectation that brokers act as full-service credit advisers. Lew explores why more SMEs are looking to their broker for broader funding support and explains how Lumi Spark delivers real-time indicative quotes through a soft credit check in under five minutes. He also discusses how brokers can turn existing client relationships into an additional revenue stream without adding complexity to their workflow. Tune in to hear: Why working capital represents a significant revenue opportunity for mortgage brokers. How brokers can proactively identify funding opportunities in their existing client base. How Lumi Spark helps brokers generate indicative working capital quotes in minutes. And much more!

AI, Sovereign Compute, and the Future of Family Business in the UK | Steve Rigby on Jobs of the Future In 2026, Steve Rigby joins Jimmy's Jobs of the Future to discuss why AI adoption in large companies will be slower than hype suggests because it requires difficult process transformation plus governance and security, while SMEs can move faster with low barriers to entry. He argues the UK is behind on preparing society and government for disruption, citing data that 39% of MPs have never used AI and calling for a multi-department “war footing,” including urgent AI data-center expansion and sovereign compute backed by government offtake. Rigby explains his role as chair of Family Business UK, the impact of new 20% tax charges on intergenerational transfers, and why the UK incentivizes selling businesses over long-term ownership. He outlines the Rigby Group's scale, family succession planning, his philanthropy and education programs, and his efforts to influence policy via media, LinkedIn, and a new podcast. 00:00 AI Shift Like the 90s 00:43 Why Big Firms Move Slow 01:46 Reskilling and Job Risk 04:14 MPs Not Using AI 06:50 Data Centers and Compute 08:49 AI Sovereignty Plan 10:31 Chairing Family Business UK 11:22 Tax Changes Hit Succession 12:51 Rigby Group Overview 15:14 London Family Office Hub 16:40 Non Doms and Tax Carrots 19:39 UK Incentives and Mittelstand 22:40 First Jobs and Joining Family Firm 25:28 Building Tech Retail in the 90s 27:42 Family Business Life and Succession 29:40 Preparing the Next Generation 32:21 Kids Careers Outside the Firm 33:29 What Intelligence Really Means 34:08 Learning Styles Matter 34:42 Tech Powered Classrooms 36:24 Cradle to Career Impact 38:23 Inspiring Futures Model 40:12 Plural Career Time Split 41:44 Influencing Policy and Media 44:40 Family Business UK Growth 46:39 Podcast for Hard Issues 48:59 Sleep Data and Health Tech 52:22 Competitive Sports Journey 57:12 Giving Values and Dividends 57:58 Future of Family Firms 01:00:40 Mittelstand and UK Incentives 01:02:28 Podcast Pick and Wrap Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode of the Big UC Update, UC Today's Christopher Carey sits down with Will Morey, Managing Director at Gamma, for a wide-ranging conversation on the state of the channel, the rise of AI, and what it really takes to deliver technology that works for SMEs.Will shares his journey from selling diesel to farmers to leading Gamma's channel business, and unpacks why the biggest opportunity in the industry right now isn't a product — it's helping customers figure out how to make AI actually work for their business.Topics covered include:

Thethe Mokele from Pinsent Masons explores the decline of SA's construction sector and the rise of SMEs through joint ventures and government support.

The UK has a new Prime Minister. Now come the big questions.In this special episode of Business Without BS, Chartered Tax Adviser Andy Oury and commercial lawyer Jemma Hotta discuss the policies they hope Andy Burnham will prioritise to help Britain become a stronger place to build businesses, attract investment and drive long-term economic growth.Think of this as a conversation with your lawyer and your accountant—you just don't have to pay for it. Honest opinions, practical insights and no political spin.In this episode:How can the UK attract more foreign direct investment?What incentives should Britain offer entrepreneurs?Can Britain compete globally in AI and innovation?Should wealth creation be encouraged or taxed?How can SMEs become the engine of economic growth?What should Andy Burnham's first priorities be?What policies would actually encourage businesses to invest?How can Britain become more competitive internationally?About the guestsAndy OuryAndy Oury is a Chartered Tax Adviser, Chartered Accountant and CEO of Oury Clark. Through The Rebel Accountant, he helps entrepreneurs understand tax, build stronger businesses and challenge common misconceptions about the economy.LinkedIn:https://www.linkedin.com/in/andrewoury/Jemma HottaJemma Hotta is a commercial lawyer specialising in corporate law, international business and complex legal structures.LinkedIn:https://www.linkedin.com/in/jemma-hotta/Listen to Business Without BSApple Podcastshttps://podcasts.apple.com/gb/podcast/business-without-bs/id1528844106Spotifyhttps://open.spotify.com/show/6J1YMncmYCLODOKi8A0CFUWebsitehttps://withoutbs.comSubscribe for more conversations with the experts you'd normally have to hire.

Send us Fan Mail Our guest  for this episode of  the “What's Happening Across the Atlantic” podcast series, is Kerstin Jorna, Director General of the EU's DG GROW which is in charge of the Internal Market, Industry, Entrepreneurship and SMEs. In conversation with Yvonne Bendinger-Rothschild, Executive Director of the EACCNY, she discusses the EU's most recent actions to ramp up its competitiveness. Thank you for listening! Please be sure to check us out at www.eaccny.com or email membership@eaccny.com to learn more!

Stephen Grootes speaks to Thuto Motsie CA(SA), CEO of Thamani, about why the most valuable person in a business shouldn't be its founder. As companies grow, success depends less on individual brilliance and more on building scalable systems, strong processes and empowered teams. The Money Show is a podcast hosted by well-known journalist and radio presenter, Stephen Grootes. He explores the latest economic trends, business developments, investment opportunities, and personal finance strategies. Each episode features engaging conversations with top newsmakers, industry experts, financial advisors, entrepreneurs, and politicians, offering you thought-provoking insights to navigate the ever-changing financial landscape.    Thank you for listening to a podcast from The Money Show Listen live Primedia+ weekdays from 18:00 and 20:00 (SA Time) to The Money Show with Stephen Grootes broadcast on 702 https://buff.ly/gk3y0Kj and CapeTalk https://buff.ly/NnFM3Nk For more from the show, go to https://buff.ly/7QpH0jY or find all the catch-up podcasts here https://buff.ly/PlhvUVe Subscribe to The Money Show Daily Newsletter and the Weekly Business Wrap here https://buff.ly/v5mfetc The Money Show is brought to you by Absa     Follow us on social media   702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/CapeTalk 702 on YouTube: https://www.youtube.com/@radio702   CapeTalk on Facebook: https://www.facebook.com/CapeTalk CapeTalk on TikTok: https://www.tiktok.com/@capetalk CapeTalk on Instagram: https://www.instagram.com/ CapeTalk on X: https://x.com/Radio702 CapeTalk on YouTube: https://www.youtube.com/@CapeTalk567 See omnystudio.com/listener for privacy information.

   We often treat macroeconomics and B2B marketing as two completely separate ecosystems that function on entirely different levels and scale. However, if you look closer at the underlying factors such as silos, transactional friction, supply chain bottlenecks, and trust gaps, you'll realise how striking the parallels are. Have you ever considered how high-level macroeconomic policies actually mirror the daily execution battles fought within B2B marketing departments? How can B2B leaders extract these macro-level insights to solve operational challenges, streamline campaign execution, build market authority, and generate better results?In this solo episode, Christian Klepp (Host of the B2B Marketers on a Mission Podcast) shared his core strategic takeaways from the Rebuilding Alliances / Reconstruire des alliances event in Toronto. He translated complex macroeconomic frameworks into actionable strategies for B2B marketing teams. Christian talked about the importance of removing internal silos to drive cross-functional collaboration, eliminating buyer friction throughout the sales funnel, and create strategic co-marketing partnerships. He also elaborated on treating data like an organisation's “critical minerals” and how to leverage internal subject matter experts (SMEs) to establish greater industry credibility. Finally, Christian stressed the value of employer branding in talent acquisition, and why building organisational trust while defending the marketing mandate is critical.This episode was sponsored by the Economic Club of Canada. 

Faith Forster has spent 15 years in product leadership. She was VP of product at Dex, acquired for approximately $600 million, and went on to serve as CPO at Legal, a payments and compliance platform. She now runs discovery.com, an AI-native platform that helps product leaders and teams make faster, better product decisions by connecting to their tools and synthesising competitor, customer and growth intelligence. She is also the driving force behind the Makers Manifesto — a cross-disciplinary set of values and principles for building great products in the age of AI, developed with 45 contributors from across product, engineering, design, and business leadership.We discuss:The manifesto emerged from 96 conversations with product leaders whose grasp of AI ranged from fully automated pipelines to treating it as a faster way to write PRDs — a gap that revealed an industry in urgent need of a shared reference point.Four values anchor the manifesto: purpose over possibility, value created over effort spent, learning loops over launch plans, and human accountability over full automation."Maker" was chosen over "builder" to signal that designers, engineers, salespeople, customer support staff, and founders all share equal ownership of the creation process — regardless of job title.Feature parity is no longer a defensible moat: when any competitor can replicate a capability within days, durable advantage must come from data, relationships, distribution, and business model.Product market fit can no longer be treated as a static milestone — in a market where products, competitors, and customer expectations shift simultaneously, fit must become a continuous, living part of decision-making."Done" now means adopted, not shipped. AI removes every excuse for clunky, one-size-fits-all experiences, and teams that still equate production deployment with completion are measuring the wrong thing.Making context explicit — codifying strategy in a form that agents and humans can both act on daily — is the principle teams consistently identify as their most urgent, immediate priority.Chapters00:00 Introduction 01:12 Faith's background 02:28 Origins of the Makers Manifesto 06:18 Makers Manifesto vs the Agile Manifesto 07:23 Why "maker" not "builder" 11:42 Four values and 16 principles 15:01 Purpose over possibility 19:10 Learning loops over launch plans 22:36 Who gets to be a maker 28:55 Durable advantage in the AI era 33:22 Staying close to customers 36:04 What's next for the manifesto 43:59 Wrap-upReferencedMakers Manifesto — https://makersmanifesto.orgdiscovery.com — Faith's AI-native product decision platformOur HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

How will artificial intelligence reshape the future of work—and will it create enough opportunities for the next generation?Over the next decade, 1.2 billion young people are expected to enter the workforce, but only around 400 million jobs are currently projected to be available. In this episode, host Tanvir Gill explores whether AI could help close that gap—or make the challenge even greater.Entrepreneur and content creator, Marina Mogilko, explains how workers can build an advantage through AI systems, agents and “vibe coding.”Mohamed Eissa, IFC Chief Investment Officer and Global Head of Venture Capital and Direct Technology Investments, examines how AI could transform businesses and create opportunities across emerging markets.Sharat Raghavan, Director of Data Science and Research at LinkedIn, shares what their data reveals about changing jobs, rising skills and the future of career progression.Timestamps[00:00] Will AI make or take the next billion jobs?[00:48] What Nairobi's tech community thinks[02:51] Marina Mogilko on vibe coding and AI as opportunity[05:06] AI and the future of content creation[08:00] The top skill for an AI economy[09:29] Introductions: Sharat Raghavan from LinkedIn and Mohamed Eissa from IFC[13:04] Human skills and AI entrepreneurship[14:40] AI opportunities in emerging markets[16:25] Where jobs are growing[17:25] AI for development: healthcare in Africa[18:35] The changing career ladder[21:44] AI disruption: reality or hype?[25:27] AI, SMEs and the missing middle[26:23] How to future-proof a career

Leadership principles are rarely complicated. The difficulty is remembering to practise them consistently when targets are missed, markets become unstable, staff disappoint us and the pressure keeps building. In Part One, we examined the first seven guiding principles of leadership. Here are principles eight to sixteen: practical reminders about respect, recognition, accountability, goal-setting, focus, resilience, work-life balance, worry and enthusiasm. They may sound familiar, but familiarity is not the same as application. How does showing respect improve employee motivation? Genuine respect is the foundation of sustainable employee motivation because people are more willing to contribute when they feel valued as human beings. This applies not only to star performers but also to the large middle of the workforce whose performance may be average or inconsistent. Many bosses naturally respect their top 20% because those people deliver results. The real leadership test is how they treat everyone else. Frustration can leak into the boss's voice, facial expression and daily interactions. Staff quickly recognise when they are being tolerated rather than respected. Leaders do not have to accept poor performance. They do, however, need to separate the individual's worth from the current quality of the work. Clear coaching, fair expectations and honest feedback can coexist with dignity. Do now: Check whether every team member receives the same basic level of courtesy, attention and respect, regardless of performance. Why are recognition and praise sometimes more powerful than money? People work for money, but they often go the extra mile because they receive recognition, praise and meaningful rewards. Fair pay matters, but salary alone rarely creates emotional engagement, loyalty or discretionary effort. Frederick Herzberg described salary as a "hygiene factor". When pay is unfair, it causes dissatisfaction. When it is fair, employees generally treat it as an expected part of the employment relationship. The stronger motivational effect often comes from achievement, responsibility, progress and recognition. Our Dale Carnegie research has repeatedly identified feeling valued by one's immediate manager as an important emotional driver of engagement. Employees cannot read the boss's mind. They know they are valued because the leader communicates it through specific praise, appreciation and acknowledgement. A vague "good job" is better than silence, but precise recognition is stronger: explain what the person did, why it mattered and who benefited. Do now: Recognise one specific contribution today and connect it directly to its positive impact. Should leaders admit their mistakes? Strong leaders admit mistakes quickly because accountability builds credibility rather than diminishing authority.A boss who pretends to be infallible creates defensiveness, fear and political behaviour throughout the organisation. Ego, face, pride and professional image can make an admission difficult, particularly in hierarchical business cultures. Some managers worry that saying "I was wrong" will weaken their position. Usually, the opposite happens. Employees already know the mistake occurred. The only unresolved question is whether the leader has enough confidence and integrity to acknowledge it. Admitting an error does not mean accepting chronic incompetence. Leaders and employees must still meet professional standards. The principle is to be quick to acknowledge genuine mistakes, slow to criticise others and constructive when correcting performance. A leader who accepts personal imperfection is also more capable of responding calmly when a team member makes an occasional error. Do now: Admit the mistake, explain the correction and focus the team on preventing a recurrence. How should leaders set challenging but realistic goals? Effective goals should stretch performance without becoming so unrealistic that employees stop believing effort will make any difference. Clear, challenging and attainable targets generate more commitment than numbers based on guesswork, hope or executive wishful thinking. Throughout my career, I have encountered targets that appeared to have no scientific, commercial or logical foundation. A wet finger held up to the breeze seemed to be the methodology. These goals did not motivate anyone. They encouraged cynicism, sandbagging and creative explanations for failure. Today, I use a spreadsheet to track each salesperson's results from the date they joined the company. This allows comparisons based on experience, historical performance, conversion patterns and realistic productivity expectations. Large corporations, SMEs and startups may use different metrics, but the principle remains the same: base targets on evidence, explain the rationale and confirm that employees can influence the outcome. Do now: Review whether your team's goals are evidence-based, clearly explained and difficult but genuinely obtainable. How can leaders maintain focus on the big picture? Leaders maintain strategic focus by protecting time for important long-term work, even while urgent problems compete for attention. Markets, currency movements, wars, technological disruption and economic downturns can easily pull leaders into permanent crisis management. Employees are often understandably focused on today's workload, career, compensation and immediate problems. Senior leaders must operate across a longer horizon. They need to keep reminding the organisation where it is going, why that destination matters and what must be protected during periods of disruption. The familiar advice is to work on the business, not only in the business. Stephen Covey's Quadrant Two—important but not urgent—is where strategic planning, relationship building, capability development and risk prevention normally sit. Unfortunately, these activities are easily postponed because they are not yet emergencies. The big picture does not maintain itself. Leaders have to schedule time to think. Do now: Block regular Quadrant Two time for strategy, people development and prevention before urgent work consumes the calendar. Does work-life balance improve leadership performance? Consistently high performance requires recovery because health, reflection and leisure support better judgement, creativity and endurance. Leadership is a marathon, even though ambitious executives sometimes behave as if every month is the final sprint. "I will outwork, out-sacrifice and out-commit everyone" can sound admirable. It becomes dangerous when exhaustion damages decision quality, relationships or physical health. Many of our strongest ideas appear while walking, running, swimming, exercising or gardening—not while staring at another spreadsheet late at night. My father established his own company at the age of 49 and achieved rapid financial success. He died from lung cancer at 51 and was not there to enjoy the rewards. That experience permanently shaped my view of success. Winning in business is meaningless if leaders destroy their health, family life and capacity to enjoy what they have built. Do now: Treat sleep, exercise, relationships and recovery as performance disciplines rather than optional rewards. How can leaders remain positive during severe setbacks? Resilient leaders take strength from what remains possible instead of allowing past failures and present negativity to consume their energy. Positivity is not pretending that serious problems do not exist. It is maintaining the ability to act despite them. The movie reel inside our minds repeatedly shows mistakes, humiliations, losses and disasters. News media amplify the effect because negative stories attract attention. During the COVID-19 pandemic, the training industry suffered extraordinary disruption. Remaining optimistic while facing losses, uncertainty and upheaval was not easy. My mantra was TINA: There Is No Alternative. Quitting mentally would not improve the situation, so the only productive option was to keep adapting and fighting. Japan's well-known saying, "Fall down seven times, get up eight," captures the required mindset. Resilience does not remove the wound. It gets us moving again. Do now: Identify what remains within your control and take one constructive action before reviewing the problem again. What practical method helps leaders control worry? Leaders can reduce worry by converting vague fear into a clearly defined problem followed by practical solution choices. Worry thrives when the mind circles endlessly around uncertainty without moving toward a decision. Questions such as "Can we make payroll?", "Will we run out of cash?" and "How much longer can we survive?" became genuine concerns for many business owners during the pandemic, supply-chain disruption, market instability and geopolitical conflict. A simple four-part process can interrupt paralysis: What is the problem? Why is it a problem? What could I do to alleviate the problem? Which solution is best? This structure moves the mind away from emotional repetition and into analysis, options and action. The selected solution may not be perfect, but purposeful movement is generally healthier than passive anxiety. Do now: Write down the worry, answer the four questions and choose the next specific action. Why is enthusiasm essential for leadership? Enthusiasm gives leaders the emotional energy to influence others, sustain momentum and keep hope alive when circumstances are grim. It can move people, but it must also be protected from persistent negativity. Negative colleagues, commentators and acquaintances can act like kryptonite. Their pessimism gradually drains confidence and makes every idea appear impossible. Leaders cannot always avoid difficult people, particularly when the negative person is a colleague, client or family member. They can, however, control how much authority that person's outlook is allowed to have. Enthusiasm is not constant excitement. It is a renewable commitment to possibility. Leaders should identify the activities, people, purposes and achievements that reignite their energy. A small spark can become the blue flame that helps a team believe there is a worthwhile future ahead. Your emotional state is contagious, whether you intend it to be or not. Do now: Protect your enthusiasm, reduce unnecessary exposure to habitual negativity and reconnect with what gives the work meaning. Conclusion: How can leaders turn familiar principles into daily habits? The sixteen principles covered across Parts One and Two are not new, glamorous or technologically advanced. Most leaders have heard similar advice before. The problem is not a lack of knowledge. The problem is inconsistent execution. Respect, recognition, humility, constructive feedback, realistic goals, strategic focus, personal health, resilience, practical problem-solving and enthusiasm only create value when they become visible behaviours. Choose one principle each day and deliberately practise it. Treat the principles like daily business health supplements. One small leadership behaviour repeated consistently can improve trust, engagement, judgement and organisational performance. The obvious principles are often the ones we neglect. Leadership improves when we stop admiring the ideas and start living them. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" in 2018 and 2021 and received the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver leadership, communication, sales and presentation programmes globally, including Leadership Training for Results. He has written several books, including the bestsellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His books have also been published in Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg publishes daily business insights on LinkedIn, Facebook and X and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews for executives and professionals seeking practical strategies for succeeding in Japan.

Liz Brooks brings a rare combination of traditional PR training and frontline podcast marketing experience to every client she serves. Having worked with blue-chip agencies including Allison PR and Ketchum, and with clients ranging from global B2B tech companies to health and wellness brands, Liz understands how media strategy actually moves the needle.She came up in the industry introducing thought leadership campaigns to journalists and was one of the first on her teams to recognize that podcasting belonged in every single one of them. In her role as Client Account Manager at Interview Valet, Liz helps SMEs and brand leaders identify the right shows, shape the right stories, andreach the audiences most likely to convert. Her approach is grounded inthe same fundamentals that drive great PR: know your audience, find the angle, and protect your client's voice, applied to the intimacy and reach of podcast interview marketing. For hosts, she delivers guests who are prepared, purposeful, and ready to add real value to the conversation.The PR Podcast is a show about how the news gets made. We talk with great PR people, reporters, and communicators about how the news gets made and strategies for publicity that drive business goals. Host ⁠⁠Jody Fisher⁠⁠ is the founder of Jody Fisher PR and works with clients across the healthcare, higher education, financial services, real estate, entertainment, and non-profit verticals. Liz Brooks website: www.interviewvalet.com/lizlinkedin: www.linkedin.com/lizgbrooksThe PR PodcastFacebook: https://www.facebook.com/ThePRPodcast/Twitter: https://x.com/ThePRPodcast1Instagram: https://www.instagram.com/theprpodcast_/TikTok: https://www.tiktok.com/@theprpodcast?

27.07.2026 Ras Al Khaimah welcomed a record 670,000 plus visitors during the first half of 2026, driven by strong domestic tourism despite regional tensions disrupting international travel. We asked Phillipa Harrison, CEO of the Ras Al Khaimah Tourism Development Authority (RAKTDA), how they achieved it. Earnings season continues, with Union Properties reporting a 68% year-on-year surge in H1 2026. As the Dubai developer transitions from financial restructuring to sustainable growth, CEO Eng. Amer Khansaheb told us more. Plus, we looked at whether the conflict is making SMEs more aware of credit insurance—and whether it should. Roopesh Punjabi of Earnest Insurance tells us more. And finally, our Summer Strategy series continues, examining how Dubai businesses are pivoting during the typically quieter months. Ekaterina Gorbacheva from Udora reveals the latest summer shopping trends and explains how the company keeps customers engaged throughout the slow season.See omnystudio.com/listener for privacy information.

Seven years ago James launched The Lonely Leader. In that time he's had the privilege of coaching and mentoring leaders across FTSE 100 businesses, the NHS, SMEs and the wider public and not for profit sectors. Different sectors, different titles, different pressures, and yet the same handful of challenges surface again and again.In this milestone episode he pulls together the seven challenges that clients have raised most often over the past seven years. For each one, he points you towards the episodes in the back catalogue that explore it in more depth, so you can go straight to the area that matters most to you right now.Whether you're a chief executive, a founder or an emerging leader, the chances are at least one of these is sitting close to home.1.Loneliness in leadershipGo deeper: Episode 30 Preventing Loneliness in LeadershipEpisode 103 Escaping Leadership LonelinessEpisode 106 When performance stops feeling worth it2.Burnout Go deeper: Episode 9 Warning Signs of Burnout and Tips to Prevent ItEpisode 23 Lessons Learned from BurnoutEpisode 71 Holiday Illness, a Warning Sign You Cannot Ignore3.Imposter syndromeGo deeper: Episode 20 Tackling Imposter Syndrome4. StandardsGo deeper:Episode 61 Set your Standards High5.Psychological safetyGo deeper: Episode 22 Creating Psychological Safety in a Team6.CommunicationGo deeper:Episode 38 Mastering the Art of CommunicationEpisode 80 Feedback Culture Part 1: Giving FeedbackEpisode 81 Feedback Culture Part 2: Receiving FeedbackEpisode 113 Connection before command: The human side of leadershipEpisode 124 Feedback isn't bullying. Silence is worse 7.ClarityGo deeper: Episode 84 Leadership Essentials: Clarity Go further with The Lonely Leader AcademyIf you want to work through some of these areas properly, James goes deeper on standards, communication and clarity across the modules and lessons already available inside The Lonely Leader Academy.ABOUT THE HOST James is an experienced mentor, coach and thought leader who works with a range of clients from FTSE 100 companies, SME´s the NHS and wider public and not for profit sectors.His twenty year career in elite sport initially as a professional rugby player but predominantly as a chief executive has given him an invaluable insight in managing the success, failures and pressures associated with leadership at the highest level.As a high performance coach James specialises in enhancing resilience and leadership development. He is a passionate advocate of the notion that to find lasting fulfilment we need to take a holistic view of high performance. CONNECT & CONTACT The Lonely Leader Academy: The Lonely Leaderwww.thelonelyleader.co.ukThe Lonely Leader's LinkedIn James' LinkedInInstagramhello@thelonelyleader.co.uk THIS SHOW WAS BROUGHT TO YOU BY LONELY LEADER MEDIA NEWSLETTERSign Up to The Leadership Accelerator Newsletter for advice, inspiration and ideas, you'll also receive James' Top 10 Tips for Combating Your Fear of Public Speaking. Hosted on Acast. See acast.com/privacy for more information.

Don’t miss this massive SMB partner shift! Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX: https://theultimatepartner.com/experience/ In this pivotal episode, we sit down with Jose Gomez Cueto, Microsoft’s SMB leader for the Americas, to uncover the monumental shifts happening within the partner ecosystem and the $20 billion cloud opportunity currently on the table. The discussion dives deep into Microsoft’s commitment to the CSP channel, the explosion of AI agents, and why shifting from traditional headcount growth to outcome-based results is critical for survival. From navigating the complexities of the marketplace to the urgency of becoming “Customer Zero” with AI tools, this conversation provides the roadmap every MSP needs to thrive in the new era of technology. https://youtu.be/QE-1w7GeyPM Key Takeaways Microsoft operates a $20 billion cloud revenue business in the Americas alone, with 80% driven by the channel. The Cloud Solution Provider (CSP) program is now Microsoft’s primary hero motion for the fourth region. The currency of SMB growth is shifting away from headcount and moving directly toward AI-driven outcomes. MSPs must transition from traditional IT outsourcing to strategic business process consulting to survive. Failing to proactively adopt and secure AI tools creates massive liability and shadow AI risks for organizations. IT providers are urged to become “Customer Zero” by deploying and testing Copilot and autonomous agents internally before selling them. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Key Tags CSP, Agent 365, SMB cloud revenue, outcome-based selling, Copilot for business, Defender for business, shadow AI risks, AI agent deployment, Purview data security, Marketplace API integration, autonomous agents, Customer Zero, Microsoft Americas segment Transcript Jose Gomez Cueto AUDIO PODCAST [00:00:00] Jose Gomez Cueto: And, and you know, if I might say something that is confidential, avid Vince, uh, to be quite honest, please, please, uh, by definition, a marketplace is eliminating intermediaries. [00:00:11] Vince Menzione: You can feel it happening. [00:00:13] Vince Menzione: The ecosystem is shifting beneath us. The way Hyperscalers are partnering, how AI is remaking the channel and what it means to win in 2026. [00:00:23] Vince Menzione: Welcome to the Ultimate Partner Podcast. I’m Vince Menzi, own your host. And each week I sit down with leaders at the intersection of technology, partnerships and outcomes. The voices shaping how ecosystems actually work. We talk about what’s real, what’s changing, and what it takes to lead in this era where the partner channel isn’t just part of the strategy. [00:00:45] Vince Menzione: It is the strategy because being in the room changes everything. Let’s start. [00:00:55] Vince Menzione: I am absolutely thrilled for our, our next guest. Um, some of you heard me talk about this maybe earlier or in various pockets of conversation. Um, I believe both the SMB market is an, is an incredible opportunity. We’ve called it the Acre of Diamonds at Ultimate Partner at previous events. And then the MSP community, which I want to thank so many of you to for coming, coming on board now. [00:01:25] Vince Menzione: ’cause we’ve had some MSPs that have come to all our events. And doubled, tripled, quadruple the sizes of their business. From what they’ve learned in these rooms. And so we invited our next guest to come. Oh, Jose, come on up. Jose Gomez Cuerto is the leader of Microsoft’s SMB business for the Americas. Come on. [00:01:43] Vince Menzione: Come on over. Come on over. Sit down with me. And I was so thrilled to get this gentleman to come join us. His team is doing incredible work. I got to meet some of his team actually earlier this year. And we know each other for many years ago. [00:01:56] Jose Gomez Cueto: We do. [00:01:56] Vince Menzione: When I was at Microsoft, right? Yeah. So, so great to see you again. [00:01:59] Jose Gomez Cueto: It’s a pleasure to be here. Uh, thanks for the invitation. I’m thrilled to be here. And thank you all for making time, uh, or traveling here. Uh, this is the best time. To be in the industry. [00:02:10] Vince Menzione: It’s an incredible time. [00:02:11] Jose Gomez Cueto: Yeah, [00:02:11] Vince Menzione: it’s an incredible time. So sit down. Yeah, sit down. Let’s, yeah. So let’s talk about you and your organization. [00:02:17] Vince Menzione: Um, let’s talk, well, I, I, I wanna bring this up because it was like, the noise I heard in the room when I was, I went to Interven earlier this year. Yeah. Is, does Microsoft Care about this market? And, um, I was at Microsoft many years, we worked together when I was a, a gm. And, uh, it was run differently back in the day. [00:02:37] Vince Menzione: Yeah. And there’s been a lot of changes to what we call the SME and C business now. Mm-hmm. Uh, and the SMB business, which you run. So let’s talk a little bit about your organization, where you sit in the organization, and then I want to kind of dive in a little bit about what’s changed. ’cause a lot has changed for the better. [00:02:54] Jose Gomez Cueto: Yeah, it’s a great question and I think that that’s what a lot of people think about, uh, SMB and, and who’s SMB and, and who’s at Microsoft and who do I talk to. So, [00:03:02] Vince Menzione: yes. [00:03:02] Jose Gomez Cueto: Uh, even though I know a lot of, uh, friendly faces in the room, I think it’s a great, uh, starting point. Vince, so. Basically, uh, I am responsible for what we call the small and medium business, uh, segment. [00:03:15] Jose Gomez Cueto: Uh, we can also call it small and medium enterprises. Uh, I would say that it is not a monolith. Uh, we do have, uh, subsegmentation, I think that our friend Jay was talking about up to 20 subsegmentation. Uh, we think about it for simplifi simplification purposes on three. Uh, so we have, uh, the smaller organizations, the medium-sized organizations. [00:03:36] Jose Gomez Cueto: And then what we call top point manage, which is basically large enterprise that we simply don’t have an account management team, uh, assigned to. And we are the happy recipients of many of those, uh, every year. Uh, so I would say that, uh, a best definition would be also anything that is unmanaged and is primarily driven through the channel. [00:03:54] Jose Gomez Cueto: Uh, we run in the Americas approximately more than $20 billion of revenue, uh, on cloud. Uh, that’s [00:04:01] Vince Menzione: crazy. [00:04:01] Jose Gomez Cueto: So, and 80% of that is done. Through companies that are here, [00:04:05] Vince Menzione: $20 billion of business. [00:04:07] Jose Gomez Cueto: Yeah. So, um, the, the Americas region that I’m, uh, representing and under my responsibility includes basically three sales units, the United States, Canada, and Latin America. [00:04:18] Jose Gomez Cueto: Yes. Latin America is more fragmented because we have multi-country and multi, uh, subsidiary, uh, structure. Just to recap a little bit of what you asked me rewinding on what has happened in the last two or three years. Yeah. We brought basically, uh, probably something that you might remember from you were there. [00:04:36] Jose Gomez Cueto: I, yes. Uh, which is bringing the segment, uh, with the channel together. So, uh, I think that, um, uh. Earlier in the morning, uh, Steven was, uh, talking about it, what we call S-M-U-N-C, which is, uh, this segment with the channel. And the main reason is to drive, uh, that synergy, uh, and making, uh, a very bold statement that many of you might remember in the last two years, uh, Judson and Ralph, uh, heter or, or new, uh, president for this, uh, fourth region. [00:05:05] Jose Gomez Cueto: Uh, ’cause we call it fourth region. Yeah. ’cause the other one is our enterprises. [00:05:08] Vince Menzione: Yeah. So Asia, Americas Exactly. And, and EMEA. Then you’re the fourth region. [00:05:13] Jose Gomez Cueto: We’re the fourth region. So, so, um, making CSP, uh, our hero motion, and that is fantastic news. I, I started, uh, part of my journey, uh, in, in the channel, uh, way earlier in distribution in the year 2000. [00:05:30] Vince Menzione: Yep. [00:05:30] Jose Gomez Cueto: Uh, and fast forward, I would say 2011, we were launching the first commercial SaaS offering, which was Office 365. Um, I had the privilege to be, uh, leading the launch globally for that. Uh, but then we, the first thing we did was build a channel, and that was called syndication. And basically the precursor of that, uh, became CSP, basically putting, uh, the partner or customer in the middle, the partner around it for the, not only the, the opportunity, but also the responsibility to serve the customer. [00:06:04] Jose Gomez Cueto: 360 from, uh, presales all the way to, uh, uh. Upsell cross sell, and in between deployment, uh, things, uh, around, um, servicing, bundling offers, uh, troubleshooting and support, et cetera. So, uh, back to your question was, this is a very important thing because we’re basically, uh, making our channel the scale and, and the vision that we have is, is that we are gonna be continuing to scale through the channel. [00:06:33] Jose Gomez Cueto: So, um, one last thing I say, uh, in terms of the organization that I think is important for everyone to understand, and I’m gonna go a little bit into more org structure, is that we, we have these three sales units that are geographic. But, uh, what we’ve done this year is to have, uh, more depth on the solution area. [00:06:50] Jose Gomez Cueto: So you might remember that, uh, we’ve simplified them, uh, same as we used to have 8, 13, 13 areas. Now we have only three Oh yeah, same, same, uh, in the solution area. So we have, uh, the AI business solutions. Uh, cloud and AI platforms. And then, uh, security and my team basically mirrors that structure. And we have, uh, team members, uh, primarily, um, our partner, solutions specialists that are, their job is to work with companies like you. [00:07:17] Jose Gomez Cueto: Uh, some few we do, uh, direct in others. What we do is work with, uh, our top distributors, and I think we have, uh, in the room many of those. I think Google is gonna follow up, uh, for PAX eight, and that’s, uh, how we’re going to market now. [00:07:31] Vince Menzione: So just a little bit of context too for me. ’cause I, I, I had heard this at another event. [00:07:36] Vince Menzione: Yeah. And I just wanted to share this. Um, when I was at Microsoft, we, we did not put the right emphasis and energy and resources in the s and b market when I was there, or, or it was fragmented. Every group did it differently. You remember those days too, right? Well, with public sector, we didn’t necessarily have a team focused, and every business did it a little bit differently. [00:08:00] Vince Menzione: Mm-hmm. And I think one of the contexts you, you mentioned Ralph and being in Ralph’s organization. Yeah. Pulling that all together and creating the fourth region created a lot of focus that didn’t exist. And consistency in terms of execution. I think that’s what you’re talking about here. Right? And then also the fact that like, we didn’t, I don’t think we had a sep, an SMB leader back in, back in the day. [00:08:22] Vince Menzione: Like we didn’t have somebody that we can go to to think about the MSP community the way we do today. Mm-hmm. Right. We were just, they were just almost like unmanaged entities out there. Yeah. Was that, would you, would you agree with that? [00:08:32] Jose Gomez Cueto: Yeah, I, we went through several iterations that, uh, you might argue, uh, were painful or not. [00:08:38] Jose Gomez Cueto: Uh, ultimately what we’re committed is to simplify the partner experience. And make that the same for the customers. But what we have is now one center of gravity, uh, a global SMB organization. We have three area leaders. And uh, and that helps us, uh, to be quite honest and in confidence. And you and I talked about it, Jose, this is a forum for, uh. [00:08:58] Jose Gomez Cueto: Speaking the truth. Uh, we, we, we have to fight the gravitational force of the managed space. The company has a big enterprise footprint, so, uh, many of us have become, uh, the chief agitators, uh, to fight the good fight, uh, for SMB. Uh, try to under unpack, uh, in every single conversation with senior Execut. [00:09:17] Jose Gomez Cueto: What is an MSP? And no, it’s not data consulting or one of the large, uh, global design. Uh, and then we explain what they do and then what is a two tier channel, how do distributors work? And, uh, and what about this and what about that? So I think that that has been, uh, a great, uh, progress and a lot of that can be reflected, uh, into how we’re, hopefully everyone in the room is seeing it in how we’re going to market. [00:09:40] Jose Gomez Cueto: I’ll give you two examples. [00:09:41] Guest: Yes. [00:09:42] Jose Gomez Cueto: Um, for, for quite some time. We, we have very limited, uh. Product truth. That’s what the lingo that we use internally, uh, related to offer that were targeted to SMB. And I would say that, uh, business premium, uh, for M 365, uh, was the fact to offer. But now we’ve been able to in, uh, increase, uh, the not so not only commitment, uh, but also the investment that we’re doing as a company into launching offers. [00:10:08] Jose Gomez Cueto: So we have a co compiler for business that is. At a lower price point that has, uh, the same capabilities at the enterprise, uh, that we’re, uh, doing that we also have some security, uh, offers, uh, that are now unattached to business premium, which is our hero motion for sub 300 space. So you start to see, uh, an important trend and it’s great to have jobson at a CEO, uh, of the commercial business capacity because, uh, we’re making things happen. [00:10:34] Jose Gomez Cueto: So what I would say is that I love coming here to these forums. A lot of my team members are here. We’re here to learn. We’re the learner. All we, we, we don’t know much. We need to learn more. Uh, and, and just keeping us honest in terms of bringing that, uh, ethos of, of the customer that most of you are serving and, and, and things that we can improve to get better to deliver value. [00:10:58] Vince Menzione: Yeah. And the speed at which you’re moving has been pretty fast. It’s been very nimble. Like I, I, I’ve been watching this progression. It’s really like you, you’re really leaning in. I was actually hoping because I could ask you a bunch of questions. Yeah. But we have such a great audience and for the first time we really have opened it up to a lot of MSPs in the room. [00:11:18] Vince Menzione: Yeah. And I know you, you wanna get some interaction with some of these folks as well. I thought maybe we would open if you’re okay with this. Yeah, absolutely. I’d rather than I go off script a little bit. I’d rather open it up to some of the MSPs in the room. We’re sitting here eager to learn how and, and what Microsoft is going to do to help. [00:11:35] Vince Menzione: Because I think the opportunity, I personally think the opportunity is huge right [00:11:38] Jose Gomez Cueto: now. Yeah. Let’s do that and well, we get, uh, warmed up. I would say that. [00:11:43] Vince Menzione: So we need some mics. Yeah. [00:11:43] Jose Gomez Cueto: Uh, something that I’m, that I’m seeing, uh, Vince, and, and, and a question that many of you might have is why now? And, and why this an, an exciting, an exciting time. [00:11:54] Vince Menzione: Yes. [00:11:54] Jose Gomez Cueto: Um, and I would say that, uh. Right now we’re seeing, obviously Jay talked about it and, and the big transformation, but it’s a once in a generation or one in a lifetime. Yeah. Uh, shift of the entire platform. Uh, and, and a lot of the scenarios are even maybe scary, but what we see is huge opportunity. And from an SMB perspective, uh, the biggest thing that excites me is moving from, um, something that was. [00:12:23] Jose Gomez Cueto: More related to size, and now we’re moving to outcomes. So, so think about the future of SMBs, uh, with agents and things being measured on outcomes. And, and what this leads to is, uh, Jay talked about it as well, and sorry Jay, it’s such a good job that I keep quoting you. Um, we do that a lot. Uh. You got it. [00:12:49] Jose Gomez Cueto: So you talked about, uh, I noticed that Bill Gates when he said, you know, uh, uh, a pc, uh, in every desk and what we see is every human empowered with agents. Yeah. Especially in work. And what does that mean, that the currency changes being, because what you’re gonna be able to, to envision. Not in the, in the, in the near future, but now is an agentic explosion where then, uh, the currency is outcomes? [00:13:14] Jose Gomez Cueto: Yes. So if you think of an SMB growing, it’s not growing on, on, on full-time employees or headcount. It’s growing on the ability to do more through agents. So, so I think that’s an important thing and, and that’s something that we’re working very closely with our all, all our channel and the offerings that we’re launching to market as well. [00:13:32] Vince Menzione: I also think about the MSPs as being perfectly positioned because what you described, the new, the new model, the future customer and the outcomes is gonna require hands on the steering wheel at all times. [00:13:44] Jose Gomez Cueto: Yes. Yeah. So on that one, and still waiting for some, uh. Someone that is not shy to ask questions, but we’ll, we’ll keep going in the meantime. [00:13:52] Jose Gomez Cueto: Uh, I, I think that, uh, we are learning, all the [00:13:55] Vince Menzione: MSPs are lined up over here. I’m marching them all. [00:13:57] Jose Gomez Cueto: We, and, and I almost know by name all everyone in the first two rows. Yes. Uh, so, so, uh, I might pick on them. Uh, they’re too shy, but, but we’re learning together. Uh, Vince, uh, the important thing is, is the transformation, uh, and the opportunity, but also the risk of, uh, not acting. [00:14:17] Jose Gomez Cueto: Uh, what we were seeing, uh, for the first, uh, year or two was kicking tires, people testing, uh, ai. And now what we’ve seen is basically, uh, a full adoption. Uh, of the agentic technology, not even adoption of the tools, but embracing the technology. So I, I want to give you, uh, two specific, uh, examples or data points we have, uh, just in the Americas, more than almost 9 million, uh, people using copilot chat. [00:14:49] Vince Menzione: Wow, that’s amazing. [00:14:50] Jose Gomez Cueto: So imagine, uh, the, the potential that is there for people that are actively using the tool. Yeah. Uh, to en enable new scenarios of doing things. Uh, another example, and I think I have, uh, someone in my team here, is Amber in the room. Amber Kinney? No, she left. Okay. So Amber runs, uh, cloud and ai, uh, uh, or Azure platform. [00:15:12] Jose Gomez Cueto: Uh, her team has deployed, uh, more than, uh, 11 agents internally for our partner solution specialist, uh, from. Simple agents that will, uh, tell is if a specific deal is eligible for a pre-sales or post-sales program. And comparing all the complexity of our programs, oh my [00:15:29] Vince Menzione: goodness. [00:15:30] Jose Gomez Cueto: All the way to, to, to managing a pipe more effectively of opportunities. [00:15:34] Jose Gomez Cueto: So what we’re seeing is real. This is not something that people are just kicking the tires. It’s like this is the opportunity. So back to, to the point of m ms. P uh, is, is about learning together on how to transition. To, uh, a model that is gonna be based on outcomes. And, and we were discussing, uh, I was with some of our distributors, uh, many of them in the last two months in, in a specific partner advisory, uh, councils and, and some people were just sharing their experiences. [00:16:04] Jose Gomez Cueto: Oh, I decided to charge X amount for an agent. And how do you come up with that number? I don’t know. We’re just testing. Okay. And what about their current revenue? Uh, and, but what about the tokens? What if, uh, the agents start to consume and they’re gonna do the metering? So, so I think that we’re learning together in this space. [00:16:22] Jose Gomez Cueto: Um, but what it is important is just to think about the important, the, the, the critical role that the MSPs are gonna have in leading. And the biggest challenge that we’re seeing and, and we see it over and over and over is, uh, the part about scaling. [00:16:38] Vince Menzione: Yes. [00:16:39] Jose Gomez Cueto: The skilling is not, uh, about learning how to use the copilot tool or to do, uh, some, uh, you know, tuning and that, because thankfully our, at least our, our technology as a platform, uh, pretty much carries the same, uh, security, uh, and compliance configurations that you have in your Microsoft 365 tenant. [00:17:00] Jose Gomez Cueto: But it is more the, the, the skilling about understanding how to do. Customer outcome conversation. What is your AI strategy? What [00:17:08] Vince Menzione: that’s scaling? Yes. [00:17:09] Jose Gomez Cueto: What really matters? Not [00:17:10] Vince Menzione: the technical skill. It’s, it’s really the approach that they’re taking. [00:17:14] Jose Gomez Cueto: Yeah. [00:17:14] Vince Menzione: With the organization. I, it seems that MSPs for many years were down in the weeds. [00:17:20] Jose Gomez Cueto: Yeah. [00:17:20] Vince Menzione: They were turning the, the wrench, so to speak, in the organization, and yet now it seems like this. Kevin Piker, your old boss used to use this term. The, the CIO. The CEO is the new CIO. In other words, you need to be selling upstream. You need, you need to be having the conversations in the organization that are strategic [00:17:40] Jose Gomez Cueto: Yeah. [00:17:40] Vince Menzione: To that organization. [00:17:41] Jose Gomez Cueto: So, two, two twofold on, on that, uh, point, which is very important. One is, uh, not our, a lot of our MSPs are equipped right now. [00:17:49] Vince Menzione: Yeah. [00:17:49] Jose Gomez Cueto: To have a, a conversation about business strategy. Because traditionally has been more outsource it. [00:17:56] Vince Menzione: Yes. [00:17:56] Jose Gomez Cueto: Uh, we started with, you know, managing the networks, then adding services, support tickets, et cetera. [00:18:03] Jose Gomez Cueto: So being able to have that conversation is important. Uh, we, we see through a lot of our tooling that, uh, the shadow AI is everywhere. And what I always tell in any MSP conversation that I have is risk security. You’re on the hook if something happens. That’s right. So if you’re not acting. Uh, then it is a liability. [00:18:22] Vince Menzione: You’re letting things take off in your own organization. Yeah. People are using [00:18:25] Jose Gomez Cueto: philanthropic on their own. The company can go, uh, bankrupt or get sued or get, uh, if they’re in a regulated industry, they can be taken out, et cetera. So, so that’s an important point, uh, related to, to that transformation. Uh, and, and the other part of the skilling that you mentioned that is super important is being in the weeds. [00:18:45] Jose Gomez Cueto: That is where the innovation is happening. Yeah. The later research that we have is being in the front line because it’s all about, uh, reinventing those processes. So I think that it’s a, it’s a good combination that if we have the MSPs, um, and we’re working, uh, not only internally but with our distributors to develop the right skilling around those other type of, uh, consulting skills. [00:19:07] Jose Gomez Cueto: Uh, data skills, uh, business process, uh, redesign and flows. Uh, that is where, where we see the big opportunity. [00:19:14] Vince Menzione: So it’s balancing out the technical skills with the business process skills, the consulting skills. Yeah, exactly. I think we have a question over here. Yeah. [00:19:22] Guest: Good afternoon, Vince. Good. Sorry. Thanks for the great content. [00:19:26] Guest: The question is around small medium businesses and the cost around cybersecurity. So. Basically, as new tools are coming up that are AI based, such as co-pilot for security, defender for AI, are also consumption based, is there a risk that SMEs will be left out under that cybersecurity poverty line? [00:19:52] Jose Gomez Cueto: I don’t think, uh, it is, uh, a risk to being left out, uh, in the country that the, the SMBs, I would say are more help is needed. And, and the way we think about it from a perspective of, of ai and specifically I’m want to talk about agents, uh, it was mentioned by Steven in, uh, in the morning, and I’m gonna talk a little bit high level and then I’m gonna try to bring it down to, to more tangible is this concept of intelligent and trust. [00:20:19] Jose Gomez Cueto: So on the intelligence, what, what we’re, what we’re trying to say here is that your AI is not just generic stuff that you just prompt and you get like anything that is on the web, but there’s contextual. Data, and, and that’s what we do, uh, with what you might be familiar with, which is the iq. Uh, so we have, um, iq, uh, also in Foundry and on our different data products. [00:20:40] Jose Gomez Cueto: So basically bringing the context of your work, of your contacts, of the people you interact, uh, of the meetings of, of the emails, of the SharePoint files, but also important connectors that are in line of business applications that you can bring to copilot. And then. That intelligence, uh, is relevant and that that basically increases innovation. [00:21:01] Jose Gomez Cueto: And the part about trust, uh, uh, not exactly in cybersecurity, but, but related is basically, uh, agent 365. Uh, can I see, show of hands, who’s aware of Agent 365? Maybe like [00:21:14] Vince Menzione: in the front two rows, [00:21:15] Jose Gomez Cueto: 20%? Yeah. So, um, that is basically, uh, an, an amazing opportunity for our MSP channel because it gives you opportunity to. [00:21:25] Jose Gomez Cueto: Basically observe, uh, govern and apply security to the, the agent activity that is happening. So we think in the context of ai, I think that that’s a, a, a super important, uh, aspect to mitigate any risk of, of what can happen if there’s not, uh, the right, uh, posture. Uh, and then, uh, on, on, on the other part of security, I would say that something, I mentioned something about offers. [00:21:51] Jose Gomez Cueto: We brought the capabilities of the enterprise, uh, SKUs and solutions into these add-ons to N 365. So I would say that with, uh, defender for business, uh, plan two, and sorry to go into the SKU language, uh, it, it is important to, to understand that you have those advanced capabilities. And then another one that we’re pushing, uh, hard and, and is had great receptionist, um, uh, purview, uh, and purview. [00:22:15] Jose Gomez Cueto: What allows you is just to really do everything related to data. Data security policies of what data should be prompted by the model, what information to stay or, or, or not stay. Uh, and I think that’s, that’s also a good opportunity that we’re seeing to bring those, uh, advanced capabilities into the SMBs. [00:22:33] Jose Gomez Cueto: The challenge that we have is how do we get them faster, uh, to everyone, especially when there’s, uh, you know, competing, uh, so solutions around it. [00:22:44] Vince Menzione: We have one more question, and I think we’re probably gonna have to break after that. I know we’re over time already and you’ve got a busy rest of your day. I got, well, we got one back there and we’ve got a mic up here, so, so we have two questions. [00:22:57] Vince Menzione: Yeah. We’ll do Tim first and then we’ll get the [00:22:59] Vince Menzione: mic up. I’ll go for the first 30 minutes and we’ll go from there. Yes. Long time listener. Great to see you again. Jose. Um, business premium, we did E seven. We talked about getting a voice from the MSP space. To build out a business premium, like additional offering. [00:23:13] Vince Menzione: Is there any context to that you have any vision in your crystal ball for October? [00:23:17] Jose Gomez Cueto: Uh, I cannot say or, or deny. Uh, but yeah, I think that what, what you I love it in, in all seriousness team. Uh, thanks for the question. Uh, I think that what you should expect is, uh, I call it product truth, uh, more, uh, SMB built purpose built for solutions. [00:23:35] Jose Gomez Cueto: So an equivalent of, of any seven as well. Yeah. [00:23:40] Vince Menzione: You still have, we have another question in the back? Yeah. Yeah. Okay. [00:23:43] Guest: Yeah. Uh, Jeremy here with Integral, um, there’s this kind of idea going around that while CSP has been very successful for many of us as MSPs and, and since the beginning, it’s been a great program that was focused on s and b and it’s come up now. [00:23:57] Guest: There’s this kind of shift saying, and CSPs and you think about being marketplace companies where CSP is, the plumbing and marketplace is, is the lead. If that is true, or maybe you comment on that, that idea. How does marketplace strategy playing into kind of, I guess I’m plugging serials piece now from behind, but how does marketplace strategy then play into the s and b market if CSPs are focused on that marketplace mechanism? [00:24:21] Guest: Where CSPs now are and the, and the modern work and all the things that we’ve been doing really well for a long time become, maybe plumbing is too far down the stack, but really marketplace being a focus, is that a strategy piece that we should be thinking about for CS p strategy overall? [00:24:36] Jose Gomez Cueto: Yeah, it’s a great question and I’ll try to keep it brief. [00:24:39] Jose Gomez Cueto: Uh, I think you need my v The vision that we have is we’re doing both. Uh, we’re empowering, uh, and customers to find what they need. Uh, in the marketplace. Uh, zero talked about also the opportunity for resellers to get enrolled and start to add services and other things. There’s also, another part of the is, is multifacet, uh, to work with ISVs to make it easier and recruit them to bring the right offers. [00:25:03] Jose Gomez Cueto: For SMBI would say that the feedback that we need is to make sure that the right SA ISVs are the ones that serving SMV are represented. Then from another front, I would accept that yes, we have some, uh, plumbing work to do because right now, uh, some part of the billing is not really that nimble for a two tier model if you’re working through a distributor. [00:25:23] Jose Gomez Cueto: So we made some great progress. Uh, we, we, uh, have, uh, announced something and Ignite, if you missed it, I think we might talk about it, uh, soon. Uh, but we have that, that connection via APIs with, uh, the four largest, uh, global distributors. So we’re making progress towards something that will be seamless. Uh, but I think that the biggest opportunity that we have is, is to crack the code, uh, for marketplace. [00:25:46] Jose Gomez Cueto: And, and, you know, if I might say something that is confidential, avid Vince, uh, to be quite honest, please, uh, by definition a marketplace is eliminating intermediaries. So that’s the dilemma. How do you bring the channel in between to help you expand, [00:26:02] Vince Menzione: right? [00:26:03] Jose Gomez Cueto: That that is really the, the, the, the, the holy grail, if I may use those words. [00:26:07] Jose Gomez Cueto: Uh, but that’s something that, that we’re working towards. And I think, uh, we have a great opportunity ahead and, and you should expect, uh, more announcements as we head into the summer events on how we’re gonna make that more seamless. [00:26:19] Vince Menzione: And REO really lit up the channel Yeah. In, in a big way. ’cause that a hundred percent, that was a blocker before. [00:26:24] Jose Gomez Cueto: Yeah. [00:26:24] Vince Menzione: Yeah. But CSP is also an incredible opportunity if it, you know, I know, I know there’s other sessions and conversations around it. And it does feel, and I’ve heard this before, like I wanna buy from my MSP because they’re the ones I trust. [00:26:37] Jose Gomez Cueto: Yes. [00:26:37] Vince Menzione: But yet I go, I have to go around the system in order to transact my Microsoft licenses. [00:26:43] Vince Menzione: Right. Yeah. And that’s, [00:26:45] Jose Gomez Cueto: I think the scenario getting the gentleman was mentioning is related to marketplace. But yeah. Vince, uh, uh, I just wanted to perhaps close, uh, please. Because I think we’re outta time, right? Yeah, we [00:26:54] Vince Menzione: are. [00:26:54] Jose Gomez Cueto: Yeah. Uh, just in terms of what to expect, uh, we are continuing to be, uh, partner centric. [00:27:01] Jose Gomez Cueto: You should expect as we go into the next fiscal year, uh, more refinement into the customer subsegmentation, we have this concept of above 300 and below 300, uh, working even closer with our distributors to help us scale and amplify the efforts that we do around recruitment, scaling, go to market, uh, co-sell, et cetera. [00:27:22] Jose Gomez Cueto: Uh, and then, uh, obviously expect, uh, we, we, a call to action that I have for everyone is become customer zero. Vince, I’m gonna put you on the spot here. How many agents did you use today? [00:27:37] Vince Menzione: None. [00:27:37] Jose Gomez Cueto: Okay. [00:27:38] Vince Menzione: I, I’ve been in the room leading the room today, [00:27:41] Jose Gomez Cueto: even with more reason. [00:27:42] Vince Menzione: No, I, in, I need to do [00:27:43] Jose Gomez Cueto: more. Put your autonomous agents. [00:27:44] Vince Menzione: I do. [00:27:45] Jose Gomez Cueto: I’m not kidding you and I didn’t, I need to be [00:27:47] Vince Menzione: more of [00:27:47] Jose Gomez Cueto: a frontier for myself. The answer I get usually is like one hand raiser, by the way. Uh, but, but, uh, jokes aside, uh, I think. Becoming customer zero is critical. We cannot be deploying and selling what we’re not using. Uh, we have, uh, great tooling for low-code scenarios, uh, in, in, in, now, I don’t wanna say like in a few months now we have no one, uh, people that have zero knowledge and coding already developing and deploying agents into a secure environment. [00:28:19] Jose Gomez Cueto: It is happening. [00:28:20] Vince Menzione: Yeah. [00:28:20] Jose Gomez Cueto: So, uh, then, uh. Copilot. It is not a competitor charge, GVP or cloud. It is a platform we have both included. [00:28:29] Vince Menzione: Yes. [00:28:29] Jose Gomez Cueto: Do we have multimodal, we have iq. That is everything, uh, closed in terms of, uh, your intelligence. It is secure by default. Uh, and then allowing you to, to do, um, agents and then agents 365 to manage it. [00:28:41] Jose Gomez Cueto: So basically those three stages, customer zero. Uh, copilot agents and Agents 365 as your tool to, to manage them [00:28:50] Vince Menzione: and don’t go rogue and start doing your own things with anthropic and setting up your own instances because you’re gonna compromise your, your instance in your environment. [00:28:59] Jose Gomez Cueto: Well, actually, uh, if you do it in the copilot interface [00:29:02] Vince Menzione: Oh, well, I’m saying do it. [00:29:03] Vince Menzione: Yeah. I’m, I’m at RO going off, off, off, uh, [00:29:06] Jose Gomez Cueto: off. Yeah. Yeah, [00:29:07] Vince Menzione: yeah. Great. Well, thank you, sir. Appreciate you. Thank you. Thanks for listening to the Ultimate Partner Podcast. If today’s conversation resonated, share it with a partner leader in your network. Subscribe where you listen, and head over to the Ultimate partner.com for show notes related content and the resources for this episode. [00:29:29] Vince Menzione: And if you haven’t already, now’s the time to register for the Ultimate Partner Live event in Reston, Virginia, October 26th through October 28th. Until next time. Keep showing up in the rooms that matter because being in the room changes everything.

Daniel catches up with Ashlea Roach, Founder and Managing Director of People Co., to discuss what it really takes to build a high-performing team and why people and culture are one of the biggest drivers of business growth. After spending her career helping startups, scaleups and SMEs navigate the challenges of hiring, leadership and workplace culture, Ashlea founded People Co. to give growing businesses practical, commercially focused people advice that goes far beyond traditional HR. Today, she works with founders to build stronger leaders, more accountable teams and cultures that scale alongside the business. Daniel and Ashlea discuss hiring, performance management, difficult conversations, leadership development, retaining great employees, building culture as your business grows and the practical strategies every founder can use to build a stronger team.

Ciaran Burke is a fintech entrepreneur and business leader, serving as Co-Founder & Chief Operating Officer of Swoop, a platform that helps small and medium-sized businesses access funding through loans, grants, and equity solutions. Under his leadership, Swoop has become a trusted resource for SMEs seeking faster, more efficient access to capital. Prior to Swoop, Ciaran founded Hiive, a professional networking platform that grew to over 150,000 members and supported more than 4,500 businesses, including organizations such as Google, BBC, Facebook, and Sony. His experience scaling technology-driven companies has given him deep expertise in operations, growth strategy, and innovation. Ciaran is passionate about leveraging technology and AI to improve business financing and empower entrepreneurs, sharing insights on fintech, SME funding, and building scalable businesses. During the show we discuss: Why traditional funding is fragmented and how it limits business growth How to access multiple funding types (loans, grants, equity) in one place Why choosing the right funding type matters more than just getting approved How FinTech platforms are transforming business funding access The advantages of having a centralized funding marketplace How to increase your chances of approval by matching with the right lenders Why grants and equity are often overlooked opportunities How to streamline your funding strategy to save time and maximize results Resources: https://www.linkedin.com/in/burkecg/ https://swoopfunding.com/

Our HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

In Episode 109 of the Cybersecurity Readiness Podcast Series, Dr. Dave Chatterjee is joined by Joshua Weinick, AI Automation Engineer at Blink Ops, to examine a question every security leader is now facing: what happens when the volume, velocity, and variety of cyber threats exceed what any human-staffed security operations center (SOC) can handle, and what role do humans play in a security function that increasingly depends on AI agents executing at machine speed.Drawing on his background in cybersecurity consulting and his time embedded in Fortune 500 SOCs at Ernst & Young, Josh traces the limitations of legacy SOAR automation — rigid, Python-coded pipelines that broke whenever an edge case or a system change occurred — and explains why agentic AI, unlike its predecessors, is built to absorb change rather than collapse under it. The conversation moves through the three forces breaking the traditional SOC model — overwhelming alert volume, attack speed that has compressed response windows from hours to minutes, and the cognitive toll of analyst burnout — and arrives at a reframed model Josh calls “human after the loop,” in which agentic systems take initial action within guardrails while humans review, audit, and reverse where needed.The discussion examines what this shift means for emerging security talent, walks through a real-world 3 a.m. incident scenario that illustrates why a 45-minute human approval delay is now functionally equivalent to no response at all, and lays out five concrete steps organizations can take to begin the transition responsibly. Analyzed through Dr. Chatterjee's Commitment–Preparedness–Discipline (CPD) Framework, the episode reframes the SOC transformation not as a story about replacing security professionals, but about redesigning where human judgment adds the most value once the mundane, repetitive, and time-critical work is handled by governed AI systems.To access and download the entire podcast summary with discussion highlights: https://www.dchatte.com/episode-109-agentic-ai-in-the-security-operations-center-redesigning-the-human-role-in-automated-threat-detection-and-response/Connect with Host Dr. Dave ChatterjeeLinkedIn: https://www.linkedin.com/in/dchatte/ Website: https://dchatte.com/Books PublishedThe DeepFake ConspiracyCybersecurity Readiness: A Holistic and High-Performance ApproachArticles & Cases PublishedChatterjee, D. (2026). The Cryptographic Reckoning: Why Quantum Readiness Begins with Agility, Not Algorithms, The INFORMS Analytics Magazine, June 26, 2026Chatterjee, D. (2026). The New Digital Fragility: How AI-Enhanced Cyber Threats Are Reshaping Operational Resilience, The INFORMS Analytics Magazine, March 4, 2026Chatterjee, D. (2026). Root: Automating the Remediation Gap, Ivey Publishing, Jan 7, 2026.Ramasastry, C. and Chatterjee, D. (2025). Trusona: Recruiting For The Hacker Mindset, Ivey Publishing, Oct 3, 2025.Chatterjee, D. and Leslie, A. (2024). “Ignorance is not bliss: A human-centered whole-of-enterprise approach to cybersecurity preparedness,” Business Horizons, Accepted on Oct 29, 2024.Isik, O., Chatterjee, D., and Lourenco, D.A. (2024). “Getting Cybersecurity Right,” California Management Review — Insights, Accepted for Publication, July 8, 2024. Chatterjee, D. (2023). “Mission critical – How American Cancer Society successfully and securely migrated to the cloud amid the pandemic,” I by IMD, March 13, 2023.Chatterjee, D. (2022). “Preventing security breaches must start at the top,” I by IMD, September 28, 2022, Institute for Management Development, Lausanne, SwitzerlandChatterjee, D. (2022). “Making Cybersecurity Readiness Mainstream,” Executive Blog Post, NETSPI, March 1, 2022Benz, M. and Chatterjee, D. (2020). “Calculated Risk? A Cybersecurity Evaluation Tool for SMEs,” Business Horizons, available online from May 4, 2020Chatterjee, D. (2019). “Should Executives Go To Jail Over Cyber Attacks,” Journal of Organizational Computing and Electronic Commerce, Vol 29, Issue 1, pp. 1-3.Abraham, C., Chatterjee, D., and Sims, R. (2019). “Muddling through cybersecurity: Insights from the U.S. healthcare industry,” Business Horizons, July 2019.

EP 430 — Investors are betting AI-native businesses will outrun traditional operators by stripping out human overhead.Ben Thompson argues that the real divide in business is now AI-native versus everyone else. Legacy companies are still structured with humans at the centre, while fast moving AI-native firms start with agents and add people only where judgement is required.This episode breaks down how AI-first businesses are built, why investors are pricing SaaS firms like they will not keep up, and what SMEs should actually do as AI shifts employment, recruitment and productivity. It also digs into UK and Australian policy choices that shape hiring.What You'll Learn in This Episode:• Build an AI stack that puts agents at the centre of operations• Rethink recruitment workflows using AI screening and interviewing• Spot where employment regulation increases risk for SMEs• Prepare for labour market disruption without panicking about automation• Understand how tax policy influences where founders build companiesThis episode is for founders and operators who want a grounded, practical view of how AI is reshaping work and where SMEs can still win.*For Apple Podcast chapters, access them from the menu in the bottom right corner of your player*Spotify Video Chapters:0:00 AI native businesses02:00 Early work, first jobs05:00 Building Employment Hero10:00 Employment complexity and trust15:00 Unions, awards and compliance22:00 AI replacing labour27:00 Building an AI stack33:00 Recruitment, screening and agents40:00 Remote work and scaling globally48:00 Tax, capital gains and policy55:00 Culture, work and incentives1:02:00 Business or BSWatch and subscribe to us on YouTubeFollow us:InstagramTikTokLinkedInTwitterFacebookIf you'd like to be on the show, get in contact - contact@withoutbs.com

Australia is entering a major defence investment cycle, but what will it mean for the economy and which businesses and industries stand to benefit? Host Mandy Drury speaks with CommBank Senior Economist, Business & Industry Ryan Felsman about why the global peace dividend is over, Australia's growing defence investment, the role of AUKUS and the challenges of building Australia's sovereign defence capability. They also explore the opportunities for shipbuilders, engineering firms, technology companies and SMEs, as well as the states likely to receive the greatest economic benefit from increased defence spending. Plus, CommBank Economist and Currency Strategist Samara Hammoud shares the key focuses for markets in the week ahead. Important Information This podcast is approved and distributed by Global Economic & Markets Research (“GEMR”), a business division of the Commonwealth Bank of Australia ABN 48 123 123 124 AFSL 234945 (“the Bank”). Before listening to this podcast, you are advised to read the full GEMR disclaimers, which can be found at www.commbankresearch.com.au. No Reliance This podcast is not investment research and nor does it purport to make any recommendations. Rather, this podcast is for informational purposes only and is not to be relied upon for any investment purposes. This podcast does not take into account your objectives, financial situation or needs. It is not to be construed as a solicitation or an offer to buy or sell any securities or other financial products, or as a recommendation, and/or investment advice. You should not act on the information in this podcast. The Bank believes that the information in this podcast is correct and any opinions, conclusions or recommendations made are reasonably held at the time given, and are based on the information available at the time of its compilation. No representation or warranty, either expressed or implied, is made or provided as to accuracy, reliability or completeness of any statement made. Liability Disclaimer The Bank does not accept any liability for any loss or damage arising out of any error or omission in or from the information provided or arising out of the use of all or part of the podcast. Usage of Artificial Intelligence To enhance efficiency, GEMR may use the Bank approved artificial intelligence (AI) tools to assist in preparing content for this podcast. These tools are used solely for drafting and structuring purposes and do not replace human judgment or oversight. All final content is reviewed and approved by GEMR analysts for accuracy and independence.See omnystudio.com/listener for privacy information.

In this episode ofThe Bottom Line, Sevan sits down with Edward Alder, Managing Director of pay.com.au. Edward shares how his background in accounting, banking, corporate advisory and digital businesses helped shape pay.com.au, a platform that allows SMEs to pay business expenses by credit card, earn rewards and improve cash flow. Across the conversation, he explains how the team identified an underserved market, built a scalable business model and secured partnerships with major airlines and hotels. He also discusses the importance of strong branding, simple systems, employee ownership and a culture built around transparency and accountability. Edward also reflects on pay.com.au’s expansion into the United States, its approach to sustainable growth and the possible future pathways for the business. See omnystudio.com/listener for privacy information.

"BẠN KHÔNG THỂ VƯƠN TỚI SỰ VĨ ĐẠI BẰNG CÁCH THU MÌNH LẠI." - Tom PetersĐỪNG TỰ HÀO VÌ DOANH NGHIỆP CỦA BẠN CHI ÍTTui thấy nhiều chủ doanh nghiệp có một niềm tự hào:“Công ty anh vận hành gọn lắm.”“Bên anh không tốn nhiều chi phí.”“Anh tiết kiệm dữ lắm.”Nghe rất êm tai hén?Nhưng có một câu hỏi quan trọng hơn:Tiền anh tiết kiệm được… có giúp công ty kiếm thêm tiền không?Vì trên đời này, có những doanh nghiệp không chết vì xài sang.Mà chết vì… tiết kiệm lãng nhách.Tui ví dụ.Một anh chủ quán cà phê nghĩ:“Tuyển nhân viên part-time rẻ bèo thôi, đỡ tốn.”Ừ thì rẻ.Nhưng nhân viên yếu kém -> phục vụ chậm, mặt chằm dằm -> khách chê, không thèm quay lại.Mỗi tháng trên sổ sách anh bớt được 5 triệu tiền lương.Nhưng thực tế anh mất đứt 50 triệu doanh thu.Vậy là anh đang tiết kiệm, hay anh đang tự phá chén cơm của chính mình?Cái này trong kinh doanh có thuật ngữ gọi là Vòng Lặp Tử Thần (Death Spiral).Doanh thu tụt -> hoảng -> lại cắt bớt chi phí -> trải nghiệm giảm -> doanh thu rớt tiếp.Game over.Thiệt ra tui có đọc một cái nghiên cứu của Harvard Business Review (HBR).4.700 công ty qua 3 đợt suy thoái kinh tế:Những doanh nghiệp suốt ngày chăm chăm vô việc cắt giảm chi phí, tỷ lệ vực dậy chỉ có vỏn vẹn 11%.Trong khi những công ty biết tối ưu nhưng vẫn "bạo chi" đập tiền vào R&D, truyền thông và trải nghiệm khách hàng thì bứt phá tới 37%.Starbucks năm 2008:Kinh tế suy thoái, doanh số giảm mạnh.Ban quản trị gào thét đòi gọt chi phí nguyên liệu, bớt nhân sự.Nhưng sếp Howard Schultz làm gì?Chơi lớn.Ông ra lệnh đóng cửa cái rụp 7.100 cửa hàng ở Mỹ trong 3 tiếng rưỡi chỉ để dạy lại 135.000 nhân viên cách rót một ly Espresso đàng hoàng.Tốn kém bao nhiêu?Bay mớ doanh thu khủng ngay ngày hôm đó, cộng thêm 30 triệu đô để xốc lại tinh thần quân cán.Người ta chửi ổng điên.Nhưng kết quả?Chất lượng quay lại. Khách hàng quay lại. Starbucks sống và cổ phiếu tăng phi mã cả thập kỷ sau đó.Như một báo cáo của McKinsey từng chỉ ra:Những doanh nghiệp dẫn đầu không phải là doanh nghiệp có chi phí thấp nhất.Mà là doanh nghiệp phân bổ nguồn lực khôn ngoan nhất.Tui thì tui hay chia ra 2 loại chi phí vầy để dễ quyết: 1. Chi phí tiêu hao   -> Chi tiền nhưng không sinh ra thêm được miếng giá trị nào.Ví dụ: - Làm cái văn phòng cho sang chảnh rần rần mà khách chả thèm quan tâm - Chạy quảng cáo mù mờ không đo lường được - Quy trình rườm rà, lãng phí nguyên liệuCái này? Cắt. Cắt mạnh. 2. Chi phí đầu tư   -> Bỏ tiền ra hôm nay để mua năng lực ngày mai.Ví dụ: - Trả lương cao để hốt người giỏi hơn - Đào tạo đội ngũ - Xây hệ thống dữ liệu (Data) - Nâng cấp trải nghiệm khách hàngCái này không những không được cắt, mà đôi khi còn phải gồng lên mà chi.Nhiều chủ doanh nghiệp nhỏ hay mang cái tâm lý:“Đợi có tiền rồi mới đầu tư.”Mà nghịch lý ở chỗ…Nhiều khi sự thật là: Không đầu tư nên mãi không có tiền.Nên bài toán rà soát ngân sách tháng này, đừng hỏi:“Làm sao để mình chi ít nhất?”Mà hãy hỏi:“Mỗi 1 đồng tui chi ra, nó đang kéo về cho tui bao nhiêu đồng giá trị?”Vì doanh nghiệp nghèo không phải vì họ chi nhiều.Doanh nghiệp nghèo vì họ không biết chi ra sao cho không phí.Để trò chuyện sâu hơn, mời mọi người lắng nghe tập podcast của Tùng BT cùng cô giáo, “bà ngoại tài chính” Thuý Tạ. Bên dưới nghen

"Be authentic. If it doesn't feel right inside, don't post it." – Amy WenhamIn this episode, I sat down with Amy Wenham, founder of the Women's Business Network (WBN) in Ho Chi Minh City, to talk about one of my favourite topics—authentic content marketing.The conversation made me reflect on my own content. We talked about the podcast studio, the countless hours spent setting up lights and cables, and how I'd often forgotten to share the journey behind the finished product. It reminded me that people don't just want to see the final result—they want to understand the work that got you there.If you're a business owner, marketer, or content creator trying to build a genuine connection with your audience, this episode is packed with practical advice you can start using today.Key Takeaways:How Amy grew the Women's Business Network from just 23 members to more than 900 without paying for advertising.Why authentic stories consistently outperform polished, "perfect" content.The biggest content marketing mistakes SMEs make and how to avoid them.How to use AI without losing your own voice and personality.Why podcasting is one of the most powerful tools for creating authentic, long-form content.Chapters and timestamps:00:00 – Rapid-fire questions and why authenticity beats viral marketing04:00 – Why sharing challenges creates stronger engagement than polished content08:30 – Listening to your community and creating content your audience actually wants14:00 – The biggest content marketing mistakes SMEs make20:00 – AI, authenticity, and why your voice still matters26:00 – Why podcasting is the perfect format for authentic content marketingSend us Fan MailBook a free call with me here to help you create the best podcast possible! Book your free studio tour today! Email me (niall@sevenmillionbikes.com) or contact me on Seven Million Bikes Podcasts Facebook or Instagram to book your free Podcast Audit!

"Be authentic. If it doesn't feel right inside, don't post it." – Amy WenhamIn this episode, I sat down with Amy Wenham, founder of the Women's Business Network (WBN) in Ho Chi Minh City, to talk about one of my favourite topics—authentic content marketing.The conversation made me reflect on my own content. We talked about the podcast studio, the countless hours spent setting up lights and cables, and how I'd often forgotten to share the journey behind the finished product. It reminded me that people don't just want to see the final result—they want to understand the work that got you there.If you're a business owner, marketer, or content creator trying to build a genuine connection with your audience, this episode is packed with practical advice you can start using today.Key Takeaways:How Amy grew the Women's Business Network from just 23 members to more than 900 without paying for advertising.Why authentic stories consistently outperform polished, "perfect" content.The biggest content marketing mistakes SMEs make and how to avoid them.How to use AI without losing your own voice and personality.Why podcasting is one of the most powerful tools for creating authentic, long-form content.Chapters and timestamps:00:00 – Rapid-fire questions and why authenticity beats viral marketing04:00 – Why sharing challenges creates stronger engagement than polished content08:30 – Listening to your community and creating content your audience actually wants14:00 – The biggest content marketing mistakes SMEs make20:00 – AI, authenticity, and why your voice still matters26:00 – Why podcasting is the perfect format for authentic content marketing"Send me a message!"Book a free call with me here if you want to start your own podcast! Book your free tour of Saigon Podcast Studio! Support the show

Our HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

Something that is not talked about enough is pay transparency and the fact that on the 7th of June 2026 all EU countries had to comply with the EU pay discrepancy act. Ireland missed this deadline but will bring it on a phased basis and employers have been urged to take steps to prepare for its full implementation. To find out more about pay transparency and the EU pay discrepancy act I spoke to Crystel Robbins Rynne CEO HRLocker and Fredericka Sheppard Co-Founder and Managing Director VoltedgeCrystal and Fredericka talk about their backgrounds, salaries, putting good frameworks in place and more.More about HRLocker and Voltedge:HRLocker is the Irish people-management platform that transforms admin-heavy tasks, such as time & attendance and leave management, into one secure, intuitive system, so HR teams reclaim hours, eliminate errors, and focus on strategic people initiatives, not paperwork. Voltedge Management is an Irish-based HR consultancy supporting scaling businesses, SMEs, and multinational organisations with strategic HR, leadership, and organisational development solutions. The firm partners with clients across Ireland, the UK, and internationally to build high-performing teams and drive sustainable growth. 

A global succession crisis is emerging as millions of business owners approach retirement without a clear succession plan. According to recent studies, a significant percentage of family businesses and SMEs across North America, Europe, and Asia face leadership and ownership transitions within the next decade, yet many remain unprepared.   In this episode of CEO's Desk, Corum Group CEO Bruce Milne explores the growing succession challenge facing technology founders and CEOs. He discusses the risks of delaying succession planning, the realities of family succession, management buyouts, ESOPs, SPACs, and IPOs, and why mergers, acquisitions, and recapitalizations often provide the most practical path for technology companies. Whether you're actively considering a sale or simply protecting the value you've built, this video offers essential insights into succession planning, value preservation, and maintaining control of your future before circumstances force difficult decisions. Learn: Why succession planning has become a global business issue The unique risks facing technology founders and CEOs Common succession options and their limitations When to consider a merger, acquisition, or recapitalization Key questions every founder should ask before planning their next chapter   Interested in learning more? Join one of Corum's upcoming Selling Up Selling Out events and explore your options before you need them. https://www.corumgroup.com/events   Key Takeaways A global succession crisis is affecting businesses globally. Most recognize succession planning is critical but still lack an active plan. Technology companies face unique succession challenges Unexpected life events can dramatically change a founder's options and company value. Family succession is uncommon in technology businesses. IPOs and SPACs are not realistic exit options for most founders. The best exits are typically planned before they become necessary. Understanding your options gives you more control over your future   Chapters 00:00 The Global Succession Crisis Begins 00:30 Succession Challenges Around the World 01:08 Why Tech CEOs Face Greater Risk 01:44 A Real-World Wake-Up Call 02:19 Why Succession Planning Matters 02:33 Understanding Your Succession Options 02:55 Family Succession in Technology 03:10 Management Buyouts and ESOP Realities 03:41 Why SPACs and IPOs Aren't for Most Founders 03:48 Why M&A Is the Most Practical Path 04:00 When Is the Right Time to Sell? 04:18 The Hard Questions Every Founder Should Ask 05:04 Succession Planning Is About Control 05:23 The Ultimate Founder Question 05:48 The Best Time to Plan Your Exit 05:56 Next Steps: Get Educated and Prepare

AI is not just changing how engineers write code. It is changing who gets close enough to shape the work.In this episode of The Tech Trek, Robert Stewart, CTO at Arbital Health, joins Amir to talk about how AI is bringing actuarial subject matter experts closer to product and engineering teams, especially in healthcare and risk based contracts. Robert shares how his team is pairing technically minded SMEs with software engineers, using AI tools in development, and rethinking technical hiring now that AI assisted coding is part of the job.Practical Takeaways• AI can reduce the distance between domain experts and engineering when the SMEs can clearly describe requirements, acceptance criteria, and edge cases.• Pairing a subject matter expert with an experienced engineer can be more powerful than traditional pair programming because each person brings a different kind of judgment.• Better written requirements matter more in an AI assisted workflow because tools can work directly from detailed tickets and context.• Technical interviews may need to test how candidates use AI, not whether they can avoid it.• Hiring teams need stronger signals around identity, environment fit, prompting skill, and how candidates respond to AI output.Timestamped Highlights00:00 Robert Stewart on Arbital Health, value based care, and the role of actuarial expertise in healthcare infrastructure.03:06 Why actuarial knowledge is hard to transfer into engineering teams through normal handoffs.04:40 How AI helps subject matter experts move closer to product and engineering work.06:08 Why engineering fundamentals still matter, even when AI makes code easier to create.09:55 How Arbital Health is using Cursor, Claude Code, and human review in a regulated environment.14:52 Why more detailed Jira tickets are becoming more valuable in AI assisted development.17:10 How AI is changing technical interviews from “you may use AI” to “you must use AI.”22:16 What suspicious candidates, remote interviews, and fake profiles are forcing hiring teams to rethink.One Line That Stuck“You can judge an expert by the type of questions they ask.”Pro Tips• Ask candidates to share their screen during AI assisted technical interviews.• Watch how they prompt, not just what they produce.• Look for whether they catch strange or weak AI output.• Use a rubric, but also evaluate whether the candidate fits the way your team actually works.• For AI generated code, add stronger human review, especially in regulated environments.Subscribe to The Tech Trek for more conversations on how technical teams are adapting around AI, data, product, platform, hiring, and engineering execution.

09 Jul 2026. We find out more about the Dubai vertiport that the aviation regulator has just signed off, with the people who built it, Damian Kysely of Skyports. Plus, we’ve got Malina Ngai, Global CEO of beauty retailer AS Watsons, in the studio during her one day visit to the UAE. And we’re kicking off a new series today, Summer Strategy, asking what businesses are putting in place for the hotter months. First up, Abdulla Al Shaibani of Axeed.See omnystudio.com/listener for privacy information.

Charity Ibhadon is a Global Product Director at WPP, where she leads the development of an AI marketing tool. With 15 years in product — including three formative years at ASOS during its high-growth heyday — she came to the discipline via a decade in investment banking and an executive MBA. She has operated at VP and CPO level, leading large international teams across consumer technology and media.We discuss:— Why the explosion of product frameworks, books, and LinkedIn benchmarks has made it harder, not easier, to feel like you're doing the job well — regardless of seniority— How the physical symptoms of burnout can masquerade as markers of success, and why high-achieving women in particular are vulnerable to that misreading— What it actually takes to recover: stepping away, finding what your body needs outside of work, and stopping short of making your job your entire identity— Why being genuinely enjoyable to work with is a more durable career advantage than any certification or methodology— How the Eisenhower matrix — do, defer, delegate, delete — can be a practical daily tool for protecting energy, not just a poster on a wall— The case for "happy high status": remaining calm and unflappable under pressure as a learnable leadership behaviour, not a personality trait— Why commercial curiosity — understanding what moves the business and staying interested in the world — will matter more for long-term product careers than AI certificatesChapters:0:00 Introduction 1:29 Charity's background 4:00 Why product feels harder than ever 6:34 Why fun at work matters 8:45 Recognising burnout 10:25 When burnout feels like success 12:13 Finding your way back 16:18 Fun as a strategic advantage 18:00 Staying calm under pressure 22:26 The "CEO of the product" myth 22:41 Mindset for a long career in product 24:45 Building resilience 26:35 Wrap-upReferencedEisenhower matrix | https://en.wikipedia.org/wiki/Priorit...Charity's keynote at #mtpcon London |    • Product is Hard. It should still be fun: C...  Our HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

Vonny Laing is a user-centred design lead at the Student Loans Company, part of the UK government, where she oversees a service used by millions of people at every stage of their higher education journey. She has held roles spanning UX design, content design, and head of design across both public and private sectors, and completed an MBA specifically to earn the language of business — and with it, a seat at the table where design decisions get made. We discuss why designing from the majority inward produces invisible failures, how flipping to an underserved-first model creates a halo effect for all users, and why government service assessments make the happy-path approach structurally untenable. Vonny shares how a single day of guerrilla research at a further education college surfaced a critical gap between student loan payments and universal credit eligibility that years of data had never revealed — and why synthetic users can never replicate that. We also get into her "eat your greens" principle for designing across a user's whole life; the case for disaster thinking over happy-path optimism; how stories and verbatims move executives more reliably than dashboards; and why designers who learn to speak business become a secret weapon in any organisation.Chapters:(00:53) Welcome and introductions (01:23) Vonny background (02:10) Moving fast in the civil service (04:02) The UK government digital community (05:05) The pyramid model (07:03) Underserved versus edge case users (08:09) Designing at population scale (09:43) Service assessments and design accountability (11:01) Discovery research methodology (13:25) Finding users invisible in the data (16:22) Bridging gaps you cannot fix (18:42) Eat your greens: needs versus wants (20:07) Designing for users over time (21:04) Worst-case scenario thinking (22:11) Mining complaint logs and prioritising (25:47) Why synthetic users fall short (28:12) Where automated testing has a role (29:19) Leave the building: guerrilla research (33:03) Communicating research through storytelling (36:29) Why Vonnie did an MBA (39:03) Design's ceiling in organisations (42:04) Wrap-upOur HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

Democratizing Global Private Credit: AI Underwriting and Receivables Financing with Zach MarksIn a recent episode of The Thoughtful Entrepreneur Podcast, host Josh Elledge sat down with Zach Marks, the Co-Founder and CEO of Jia, to dissect the systemic financial bottlenecks that restrict capital access for small-to-mid-sized enterprises (SMEs) across emerging economies. Zach, a global fintech innovator with a deep understanding of localized relationship dynamics and cross-border capital streams, details how legacy banking frameworks impose a staggering $6 trillion financing gap on underserved markets. This conversation provides an essential strategic guide for institutional investors, international founders, and financial technology executives looking to leverage cutting-edge artificial intelligence and blockchain-backed liquidity pools to eliminate predatory lending and build transparent, highly automated capital distribution networks.The Architecture of Inclusive Finance: Processing Unstructured Data and Scaling Collateral-Free UnderwritingTraditional commercial banks in emerging sectors like Southeast Asia frequently strangle the scale of high-performing suppliers by relying on archaic, manual credit checks and rigid collateral mandates that small business owners simply cannot satisfy. Zach Marks explains that this systemic banking failure forces critical operations, such as regional snack manufacturers or agricultural wholesalers, to navigate 60-to-120-day invoice delays from corporate buyers without any cushion for cash flow management. When companies are unable to bridge the gap between delivering raw goods and receiving payments, they are routinely locked out of market expansion or driven into high-risk, unvetted private credit arrangements that carry opaque pricing and severe threats to their core business equipment. True operational scale is achieved when an enterprise bypasses centralized banking bureaucracies entirely, relying on tech-forward invoice financing platforms that convert outstanding receivables into immediate, fluid operating capital.Optimizing credit risk assessments and driving immediate underwriting velocity at scale requires an absolute commitment to integrating AI-powered document intelligence into backend compliance workflows. Many international financial institutions struggle to serve the mid-market segment effectively because they lack the administrative infrastructure to process messy, unstructured transactional data like scanned invoices, physical receipts, and fragmented bank statements. Real-world capital optimization is unlocked when a fintech ecosystem deploys advanced machine learning models to analyze this documentation in minutes, enabling automated credit decisions without sacrificing strict underwriting standards. This digital efficiency allows capital providers to review high volumes of application data, securely approving and delivering short-term liquidity funds to creditworthy business owners within a fractional 30-minute window.Furthermore, maintaining a premium global footprint and attracting top-tier institutional capital demands that financial platforms build resilient financing pipelines that pair secure on-chain ledger technology with deeply localized human support. Integrating decentralized blockchain infrastructure allows global investors to participate in secure, high-yield liquidity pools, democratizing access to private credit markets that were historically restricted to ultra-high-net-worth entities. However, technology alone cannot scale adoption in relational, cross-border markets where trust and human transparency remain the primary drivers of corporate validation. When an organization synthesizes a cutting-edge digital tech stack with a diverse, localized workforce that respects regional communication and cultural nuances, it successfully future-proofs its operations. This holistic approach converts international finance from an elite, exclusionary system into an accessible, highly structured asset class designed to predictably multiply market equity.About Zach MarksZach Marks is the Co-Founder and CEO of Jia, a disruptive financial technology pioneer, and a seasoned emerging-market strategist. Drawing from a diverse global background in team building and multi-cultural operations, Zach specializes in engineering automated, high-velocity lending solutions that empower small-to-mid-sized enterprises. He is a prominent fintech thought leader focused on dismantling systemic capital bottlenecks, optimizing international private credit distribution, and lecturing on the tactical use of AI and blockchain technology to drive inclusive economic valuation.About JiaJia is an elite fintech platform and alternative credit provider engineered to maximize financial access for underserved small businesses across emerging markets. The company specializes in delivering automated receivables-based invoicing solutions, AI-powered document intelligence, and blockchain-backed private credit infrastructure to eliminate predatory lending debt. Through transparent, collateral-free financing blueprints and structured technology licensing frameworks, Jia enables mid-market suppliers to optimize their cash flow velocity and safely scale their regional enterprise market share.Links Mentioned in This EpisodeJia Official Website: jia.phZach Marks on LinkedIn: linkedin.com/in/zachmarksKey Episode HighlightsThe Emerging Market Credit Gap: Deconstructing the hidden operational bottlenecks that impose a $6 trillion financing deficit on global small businesses.Receivables-Based Capital Velocity: Implementing automated invoice financing to unlock immediate operational cash flow without asset-backed collateral mandates.AI Underwriting for Unstructured Data: Leveraging machine learning algorithms to instantly analyze messy physical invoices and bank statements for rapid credit decisions.On-Chain Global Liquidity Pools: Utilizing blockchain infrastructure to democratize private credit and connect international capital markets directly with localized SMEs.The Relationship-Tech Paradigm: Balancing advanced automated tech stacks with local human support desks to build authentic brand trust in relational economies.ConclusionThe conversation with Zach Marks reinforces that scaling inclusive global finance requires an intentional balance of advanced technological innovation and highly transparent corporate governance. By implementing rigorous AI data analysis, eliminating predatory fee structures, and ruthlessly protecting human-centric connection points, business leaders can transform a volatile, capital-starved environment into a highly organized, self-sustaining financial ecosystem.More from The Thoughtful Entrepreneur