Starr Oldorff: Five Things You Need To Know To Successfully Manage a Remote Team

Providing honest feedback to a remote team member can be tricky. For it to be effective and positive, it starts with the relationship. If the operations or business manager has taken the time to build team relationships, then any constructive criticism will be more palatable. Personally, if the feedback is weighty, I like to schedule a 1:1 Zoom meeting with the team member. At least that way, body language and facial expressions can be read more easily, and you’re less likely to offend your team member.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Starr Oldorff.

Starr Oldorff has been successfully managing remote teams and remote day-to-day operations for the last 6 years for entrepreneurs with online brands. Starr leads a virtual business support services company and has seen just about every virtual business challenge possible. She has deployed a system to manage multiple remote brands simultaneously and is ready to share these tips with the world.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

My “career” has truly been a journey and many lessons in discovery, opportunity, and listening to my gut that has led me to where I am right now.

I’ve always had an entrepreneurial mindset even before I truly knew what that meant. In my early 20s, I wanted to own a bakery. My Dad, who became a super successful serial entrepreneur after an amazing career as an insurance executive, guided me away from that saying it was hard to make money with that kind of business. Later on, when times were financially tough for me as a single parent, I started a lunch delivery service, which did pretty well — I just didn’t know how to create a positive cash flow or to scale that type of business.

In between all of my ventures into owning a business, I chose not to go the corporate route, which meant small business working in various capacities, either searching for better opportunities or taking the ones that came searching for me. As a result, I learned the small business model like the back of my hand. In all this, I even had the opportunity to work in the C-Suite on a local nonprofit that was about to go under, leading it and the board to increased cash flow, new programs, and new partnerships.

My biggest opportunity, which is why I’m at where I am today, came just when I finished up my business degree — perfect timing.

Owning a business teaches a person so much about themself. Really, it brings to light who they really are, their gifts and talents, and where they need to grow. I learned a lot of things about myself, but the things that I’ve learned that people come to me looking for is the ability to stay steps ahead of my clients, the way I approach things — in terms of step by step systems and processes, and that I’m a very empathetic person. All of which make leading teams and managing businesses something that feels very inherent and natural for me.

Can you share the most interesting story that happened to you since you started your career?

A few years before I started my own business, I was working in a cultural heritage that had a strong foundation in land preservation and agriculture. My title was executive assistant, yet I did everything from project and event planning and implementation, grant writing, strategic planning and more.

In all of this, it was necessary for me to work with leaders in local, state, and federal government, higher education, and business. This is how you accomplish your purpose in nonprofits. I also had the pleasure of working closely alongside board members. One board member in particular was a politician who had strong connections with many well-known leaders.

We were working on a project one day and he told me that I should be a virtual assistant and start my own business, that I’d be great at it. I’d never heard of it before. He explained it as doing the same thing I was doing at the time only working virtually with clients everywhere.

I liked the idea but didn’t understand the online business model and was finishing up my business degree. So, I filed it away in my mind and would think about it every so often.

A month after I graduated with my BSBA, I received phone call from someone I’d known for decades who knew my work history well. She offered me an opportunity to work as an independent contractor in her growing virtual assistant business.

My decision was not immediate. I was concerned that I didn’t know the online business model and all the tech that went along with it. She convinced me that I’ll learn it before 3 months’ time.

I said, “Why not?” and took the unexpected opportunity that came my way. Here we are almost 7 years later with a successful online business services support company.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

One of the funniest mistakes (in hindsight, not in the moment) when first starting my business was quitting my job at the nonprofit I was working just after 3 months of starting my own business. I had replaced my income (which wasn’t all that much), was tired from the trying to build a business and hold down a job, and thought, “Woo-hoo! I have this all figured out!” All of my first clients were coaches living in two-income households, and what I didn’t know was that they all took extended vacations in the summer (some were month long), which meant less or no work for me. I was working hourly when I first started my business. Imagine what having a 30 to 60-day loss or decrease in income could do to someone who was a single parent at the time, not coming from corporate, who was bootstrapping a startup. I was barely able to keep my head above water. It was a hard but valuable lesson for me. And that lesson is a simple one: watch your cash flow. I now have a tight system in place for managing cash flow and take a quick look at my money daily, more in-depth weekly.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

Burnout can be an issue for remote team members and employees for several reasons. Firstly, if someone is amazingly skilled at what they do, projects and tasks are rarely in short supply. Secondly, most team members I’ve had the pleasure of working with are self-starters, go-getters, achievers, and proactive in their work. They are constantly setting the bar higher for themselves. Thirdly, they understand the value they provide to a company and honestly don’t want to say “no” to the “boss”. And lastly, ineffective pricing strategies (if contractors have their own businesses, which most do) can create an environment where one would feel obligated to take on more work to make more money or grow their business.

When working remotely is thrown into the mix, burnout can become a serious issue resulting in less than stellar performance, health issues, and personal relationship issues.

What is the solution for all this? The best thing a CEO or founder can do to help their team thrive at what they do and avoid burnout is to create company values that reflect the life you want to have for yourself and for your team, and then live and breathe those values. Make sure your team knows what they are and talk about them often. Live them in your decision-making and actions. For example, if a balanced view of business and life important to you, then try to have four-day work weeks as often as possible. “Close” for bank holidays even if you run a virtual business, so everyone can take a break and enjoy family, friends, and travel. Don’t pressure team members to work during their time off by giving them last-minutes tasks and projects or reaching out to them “after hours”. Encourage balance. Talk about it. Create an open and honest environment where you can talk about things like how to handle task implementation if a team member gets COVID-19, goes on vacation, or has unplanned family responsibilities. Check in to make sure the workload you’re giving them is manageable, and if it isn’t, have a backup plan to bring on other team members to help with implementation.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

I started my virtual business in January of 2014. I knew I wanted to manage businesses and teams virtually, but I chose to start with task implementation to give myself time to learn the online business model. Gradually, I started offering Online Business Management and Project Management as offerings. While the job tends to fall on me on most teams, I had my first full-blown remote team management position starting in August of 2018.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

The 5 main challenges of managing a team remotely are:

  1. Hiring the right person — It can’t be emphasized enough to hire the right person for the job and for the company. The right person is someone who has the same values as the company, who is positive, who is proactive in their work, and who is a team player. Let’s take proactivity, for example. Proactive individuals will take responsibility for making sure they have everything they need to complete a task or project. They’ll ask questions. They are aware of deadlines. They deliver the work on time or ahead of time without the business manager having to go looking for deliverables.
  2. Not using a project management tool — I can’t emphasize enough the importance of using a project management tool. It’s a key part of leading a remote workforce or the online business model. Let’s get real here. The inbox is not the most efficient or effective way to manage a remote team. Things get lost, get hung up in servers and firewalls, or land in spam. The best way to manage a remote team is by using a project management tool. There are several options to choose from. My preference is Asana. It’s simple and doesn’t have a steep learning curve. Using a project management tool allows you to keep all project communications in one place, assign tasks and due dates, manage repetitive day-to-day operations, as well as special projects such as a product or program launch or website build. All of these features contribute to accountability, save time, and save money.
  3. Lack of systems and processes — Most traditional brick-and-mortar businesses have systems and processes in place for how they do business, often in an employee handbook or the worker end of it, and training processes set in place for new hires or changes in policy. Some systems and processes will stay completely the same on transitioning to a remote workforce, some will need tweaking, and some will have to be scrapped completely with new systems and processes set up and implemented. Managing a remote team can’t be done successfully by using obsolete systems and processes. It’s like trying to fit a square peg in a round hole.
  4. Lack of communication — Next to building solid relationships, communication is always key to a successful team, even more so when you don’t have the luxury of seeing each other, taking breaks together, etc. It’s how you keep your workforce engaged and committed to the work at hand, the company vision and success. Lack of communication leads to all kinds of inefficiencies and costs money.
  5. Providing incomplete instructions, steps, and supporting links and documents for remote team members to implement successfully — What I’ve learned since starting my online business is that management projects, tasks, team, and even clients, is not one size fits all. Each team member digests their task or project instructions differently. Those who think in terms of process tend to be list checkers. The creatives like visuals. Some need each and every tiny step laid out for them to read through and check off. Some just want the high-level steps because they know the small stuff. Most don’t like tasks that are laid out in levels like 1, A, a, b, 2, B, a, b and so on because they might miss something. So, it’s important to take this into account as much as possible to create maximum efficiency and effectiveness, reducing the chance of errors. That being said, if you are managing a large team, the opportunity is limited due to time constraints. Web developers may like a link to another website that is similar to what you want. Same with the graphics person. The copywriter may need some thoughts and verbiage on the message she needs to create to represent the company accurately. Point is, give everyone what they need up front, so you don’t have to go back and do it anyway.

Based on your experience, what can one do to address or redress each of those challenges?

See above.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you, much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

Providing honest feedback to a remote team member can be tricky. For it to be effective and positive, it starts with the relationship. If the operations or business manager has taken the time to build team relationships, then any constructive criticism will be more palatable.

Personally, if the feedback is weighty, I like to schedule a 1:1 Zoom meeting with the team member. At least that way, body language and facial expressions can be read more easily, and you’re less likely to offend your team member.

Always start with commendation and what you appreciate about them. It makes the feedback easier to take.

Be empathetic, put yourself in their shoes, keeping in mind the level of work that needs to be attained.

For less serious feedback, I find that if you have the good relationship, if you are empathetic and kind, and if you start on a positive note, the feedback will be accepted without a problem. This isn’t for everyone, but I use a lot of smiley face emojis and celebration gifs when appropriate in my team communications because words in an app can feel cold and without feeling.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

Providing feedback via email doesn’t always work that well, so I don’t recommend it. That being said, if it is the only option, again, I would make sure to have a good working relationship to start with. Start with genuine positive feedback and commendation on what they do well and what they are appreciated for. Then bring up the project that needs to be addressed and talk about the point in question. Ask them to share their thoughts and suggestions on what they think can make the situation better. Ask them to explain their thoughts on the issue at hand. The one who does the work can often provide valuable insight into ways to make improvements. Then I share my thoughts on what changes need to be made being open to any additional feedback they may have.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic? Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

Since the pandemic, I’ve read several articles about the reduction in productivity levels of traditionally brick-and-mortar teams who have been forced to work remotely. It makes me laugh because I know just how productive a remote team can be. This is not unusual and should be expected. Traditional businesses don’t have the systems and processes or experience for remote work. However, once all of this is worked out, these same companies will experience a rise in productivity that will be far greater than what they’ve ever experienced, which can result in lower overhead and increased profits.

Here are some suggestions on how to transition to a remote work force successfully:

  1. Understand the online business model. This starts with company leaders and works its way down. Do some research. Learn the differences and similarities. It’s not something that has traditionally been taught in business school unless you have an entrepreneurial focus.
  2. Put someone in the role of managing or facilitating with a newly remote team. Likely, this will be whoever did this before or it could be someone new who had experience in remote team management.
  3. Find and implement the systems and tools needed to manage a remote work force, day-to-day operations, and special projects. This won’t be email. It doesn’t work and it’s frustrating. My favorite project management tool is Asana. It’s simple to learn and use and has free and paid versions depending on company needs.
  4. Set up a central communication tool so team members know where to talk to each other besides email. Slack is a tool that’s easy to use and people like it. It also has free and paid versions. Channels can be set up in Slack to guide where the team communicates about what. Be sure to add a place for personal conversation. The “water cooler” has to be replaced. Project or task communication should be limited to the project management tool for efficiency and so things don’t get “lost”.
  5. Train the team transitioning to remote work on how to use the project management tool and any other new apps. Give everyone time to adjust to new tools and processes. Allow time for a learning curve. Productivity will rebound when the team adjusts to the new workflow.
  6. Schedule weekly team meetings via Zoom. The importance of this cannot be emphasized enough. Having Monday meetings sets the stage for the entire work week and weekly meetings keep the team engaged. Make it fun, make it personal, build and maintain those relationships. Again, it’s simple, inexpensive, and effective. Meetings can be recorded.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

It all starts with growing relationships with your team. Get to know them and what’s going on in their life as you would a friend. Genuinely care for your team as people first, not just employees or contractors. It’s also important to take the time to get to know someone who you are thinking about bringing on to your team. There may not be a lot of time to do this, but try to learn their life values. See if their personality will mesh with that of your existing team. Look for balance in your team when it comes to strengths and weaknesses.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

For myself, I really try hard to apply Biblical principles in my life. It’s a very positive and humble approach that yields positive results. I realize that’s not for everyone, so what I would recommend is to be empathetic in all your actions with other people. Truly put yourself in someone else’s shoes and try to look at life through their lens. This is important because every single person alive has a different reality, a different perception of life and what they experience. Their reality is theirs alone. So to create the best relationships, best experiences, and best outcomes, we need to try to look at life through the other person’s lens in any given situation with the goal of attaining peace, harmony, and working together.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

Unexpected opportunity is a vehicle for personal growth. Always be open to it. You never know where it will lead you.

Thank you for these great insights!


Starr Oldorff: Five Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Matt Janz of THC Marketing: Five Things You Need To Know To Successfully Manage a Remote Team

Work life balance: My team is one of the hardest working groups of individuals I’ve ever worked with, and I’d bet top dollar on their ability to perform above industry standards across the board. The danger in being a workaholic and working from home is that it’s easy to work from dawn until the early hours of the following morning. Losing that structure of an office can lead to an aggressive work schedule that can lead to a more unbalanced schedule.

As a part of our series about the five things you need to successfully manage a remote team Matt Janz Director of THC Marketing, The+Source.

Matt Janz brings years of industry leadership experience to his new role as director of marketing for one of Nevada’s first cannabis dispensaries, The+Source.

Janz, who says he has long admired the company’s brand positioning, messaging and clean design, is responsible for planning, developing and implementing communications campaigns for The+Source. He oversees the company’s marketing and advertising strategies along with maintaining legislative compliance.

With experience as a Vegas Cannabis Summit marketing panelist and as a published writer in the cannabis editorial sphere, Janz hopes to further The+Source’s mission by developing innovative tactics to effectively reach organizational goals, implement successful growth strategies and exceed marketing objective expectations.

An industry veteran, Janz previously held positions as regional marketing manager at The Apothecarium and vice president of marketing and operations at Oasis Cannabis Dispensary. Janz graduated summa cum laude with a Bachelor of Science in marketing with a minor in communications from Nevada State College. He is also certified in advertising compliance by the Nevada Dispensary Association.

Janz is an avid supporter of several local community organizations, including Opportunity Village, Three Square, the Nevada Blind Children’s Foundation and Forgotten Not Gone. Janz enjoys spending time with his dogs, hiking, cooking and playing music.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

Prior to transitioning into the professional world, I was a touring metal musician; I had the long hair, Hagrid-inspired beard, and cut-off sleeves to match. I took aptitude tests and kept receiving “marketing” as a potential career. Unbeknownst to me, I had been marketing all along. Building a social following, driving fans to shows, and encouraging them to purchase our products (CDs and merchandise) and services (live shows) was my job.

Medical dispensaries launched in late 2015 in Nevada, and I was fortunate enough to acquire a marketing coordinator position at The Apothecarium. I was eventually promoted to regional marketing manager, which allowed me to build the foundational elements of their marketing mix including their website, social strategy and paid advertising. After leading their recreational launch in both Nevada and California, I was presented with an exciting opportunity to help reinvent Oasis Cannabis Dispensary.

As the vice president of marketing and operations for Oasis, I rebranded, re-strategized and renovated their organization. With the help of an incredible team, we were not only able to elevate their marketing but also completely remodel the dispensary which ultimately led to Oasis being awarded “Best of the City 2019” by Desert Companion magazine.

The success of Oasis opened the door to my biggest blessing yet, The+Source. As the director of THC marketing, I’m responsible for leading messaging across all markets for The+Source, as well as our vertically integrated brands, CAMP and 8|Fold. I also lead and develop our communication and marketing strategies and am ultimately responsible for those brands’ articulation at retail. This includes team, omnichannel, and consumer strategy development across all regions as well as maintaining leading practices in digital retail marketing and brand development and acting as our team’s in-house cannabis expert.

Can you share the most interesting story that happened to you since you started your career?

During my time at The Apothecarium, I’d frequently consult patients to get a better understanding of who our customers were and what their needs were. We had a patient with Parkinson’s Disease that I had become close with, and one day he came in with violent tremors and was anxiously asking me for his normal medicine, a 1:1 THC to CBD ratio Trokie Lozenge. After we finished checking out, he headed to the bathroom and took one of his normal doses (without our permission). By the time he reached the front door, he had completely stopped shaking and was almost brought to tears in the relief he felt.

To me, this was definitive proof of the power of cannabis and its ability to improve the quality of life. It’s this kind of compelling experience that drives our industry to innovate and create better products for patients across all kinds of wellness needs.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

During my time at The Apothecarium, we manufactured an edible gummy called Valhalla. One day at an off-site office, I noticed an open pack and had assumed they were non-medicated. We often made non-medicated samples to use at grassroots events and for potential new vendors.

Apparently, these were not one of those samples. Without this critical piece of knowledge, I ate the entire bag (10 pieces/100MG) and slowly started feeling… different. It was around the time when I felt glued to my chair that I realized what had just happened. Long story short, I spent a little more time in the office than normal trying to avoid all human interaction and re-learning how to breathe. The lesson I learned here is to always assume edibles are infused and ask before you eat someone’s food.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

Utilize your emotional intelligence to be present and empathetic; act as your team’s pressure valve; and find time to celebrate and appreciate your team. During these unprecedented times, it is important to recognize the additional efforts your teams are making and respect their need for a feasible work-life balance.

By being present and empathetic, you’ll pick up on cues when your team may need to grab a coffee outside of the office to talk about something that’s on their mind or an issue they are facing. Happy teams are effective teams; the more exhausted your team is, the less productive they will be.

Effective leaders lead from the front and it’s pertinent to showcase your dedication to your team and willingness to help them by any means necessary. Roll up your sleeves and get your hands dirty when your team is approaching an overbearing workload. Every CEO has started from the foundational level. A willingness to help your team accomplish your goals by direct involvement goes a long way to show your humility and team-oriented mentality.

And finally, always find time to celebrate and appreciate your team. When we work at high intensities, it’s easy to forget our “why.” No matter what your deadline looks like, you can always find ways to let your staff know that you see them, you appreciate their hard work and that you’re proud of the victories they’ve accomplished.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

My experience managing remote teams stems from my time at The Apothecarium. In 2018, California opened its recreational cannabis market and I was fortunate enough to assist in the launch of our San Francisco location’s entry to retail. While I was based out of Las Vegas, I had a talented team in California ranging from a “Minister of Culture” to a content curator. Utilizing the Slack software, conference calls and a shared CMS, we were able to put together and execute the full launch campaign without meeting once in person. Considering the work we did together, it’s fair to say I have just over two years of experience managing remote teams.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

  1. Lack of real-life interactions: This may sound like something Michael Scott would say, but part of my morning routine at my office (pre-pandemic) is to make my team laugh. It’s the best way to break the ice in the morning and start our days off on a positive foot. Unfortunately, there isn’t the same level of engagement you get from in-person reactions through Zoom calls, and that lack of connection can be challenging in this time.
  2. Virtual emotional intelligence: In the same vein as the lack of real-life interactions, remotely accessing your team’s energy can be challenging. While I do typically focus on the tangible, there’s something to be said for “feeling” your team’s “vibe.” When you walk in the office and feel that stale sense of discomfort in the air, you can identify if there is an issue and try to remedy it with your staff. However, on a Zoom call, your team’s virtual beach background may be your only indication to how they’re feeling that day.
  3. Ideation/conceptualization: Part of marketing includes being visually creative — whether it’s constructing mood boards, packaging prototypes or sample print ads. While sharing a screen is an easy option for virtual calls, it’s not the same as the hands-on approach of in-person ideation and conceptualization. As with learning, your team has different ways of expressing and employing their talents. For example, my marketing manager, Michael, is the type of visual creator that constructs miniature display prototypes and brand identity boards. Part of his magic comes from that physical construction aspect and his ability to articulate his ideas in a palatable manner, versus purely digital. The physical manifestation of ideas can be conducive to the creative process and proof of concepts.
  4. Morale: As Jim Collins has stated, “Culture is not in support of strategy, culture is the strategy in great organizations.” Part of what makes a company great is the culture it employs, which fosters high employee morale and engagement. Supporting employee morale can be challenging when working remotely — there’s no mid-day nerf battles, turning desks upside down or surprise cookies.
  5. Work life balance: My team is one of the hardest working groups of individuals I’ve ever worked with, and I’d bet top dollar on their ability to perform above industry standards across the board. The danger in being a workaholic and working from home is that it’s easy to work from dawn until the early hours of the following morning. Losing that structure of an office can lead to an aggressive work schedule that can lead to a more unbalanced schedule.

Based on your experience, what can one do to address or redress each of those challenges?

While this seems somewhat obvious, encouraging video meetings can make the world of difference. At the start of the pandemic, my team was using Zoom, but wouldn’t activate their cameras. While it may seem like an odd request, we decided that real video chats were necessary. You wouldn’t believe the smiles on our faces getting to see one another — that small amount of human connection felt like a long-awaited family reunion.

We’ve also made time for discussions about life outside of work and often ask team members about their highlights of the week. Another tool to help mitigate the challenges of virtual emotional intelligence is to do weekly check-in calls with each individual on your team. Take the extra time to check in on their workload, any challenges they are facing, and any potential tools you can provide them to work most effectively.

Part of our company’s core values is being “seriously fun.” It’s something that’s deeply embedded in our secret sauce and was a challenge at the start of our remote work. However, there are ways to virtualize your company’s culture. For us, it was bespoke memes. My boss and I had created a manual NPS process in the interim of our new system. It was an everyday task (weekends included) and wasn’t the most fun, it was mostly serious… At a certain point, we started creating and exchanging memes with every manual NPS email. I found myself chuckling at my desk (like a crazy person) and the once monotonous task of manual NPS surveys became enjoyable and felt a little like our normal office banter.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

For me, it’s important to start any constructive criticism with some positives. No matter what the situation is, start your conversation discussing the positives you see in their work. Constructive criticism can come off too harsh when you start with the negatives, instead of seeking to positively encourage beneficial change. In addition, constructive criticism that is delivered over video meetings help retain those facial expressions and body language that can help soften the delivery of critical feedback. It also allows you to better gauge your team’s response and react accordingly.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

Start your email off with thanks: “Thank you for taking the time to put this together, I appreciate your work and effort.” Reinforce a positive prior to critical feedback: “The messaging here is consistent with the campaign theme of Better Together and I like the functional drop shadow on your edit.”

Move into the constructive feedback with additional perspective: “However, there are a few too many elements and background noise. When we are constructing email graphics, we want them to be visually engaging and easily digestible. If our customers aren’t sure where to draw their attention to, we may lose out on the opportunity to convert them.”

Provide suggestions on what improvements you are seeking: “Try removing the background text blocks, the additional shapes in the header, and the grain filter on the edit. You did a great job on the Better Together print ad; think of that streamlined concept and visual when you’re making your edits.” Close out with an additional thanks: “Thanks again for your work, I’m looking forward to seeing this revision.”

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic. Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

Be patient, be nimble and think creatively. For many of us, working remotely is a new endeavor. While your Director of IT may be impeccable with zoom calls, your Director of Finance may struggle with getting connected.

Part of successful remote work is being nimble; be adaptable and flexible in your working style. Rigidity will only make the integration process more difficult. The more open and adaptable you are, the easier this transition will be.

Lastly, find ways to stay connected, keep your company’s culture alive and remain hyper-functional.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

Be vulnerable with your team and encourage honest dialogue; set meeting structure and standards; and be as communicative as possible. Being vulnerable with your team helps you connect with them on a deeper level, which builds trust.

Setting meeting structures and standards is not only a productive use of time, but it also helps to encourage a routine. The certainty we feel with routine can offset the great uncertainty we feel by being disconnected and living through these challenging times. Routine is also a positive influence on mental health, which can make the world of difference when working remotely.

In a time when SOPs change overnight from governing regulations, communication is key. When you communicate effectively you keep your teams informed, focused and give them the peace of mind that there is indeed a plan through the chaos. It’s a mechanism of stability, direction and assurance.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

If I could inspire any movement, it would be for people to “act like it’s the holidays” every day. The holidays are my favorite time of year; not only because of the gifts and delicious food, but because it’s a time we all treat each other more like humans. The holiday state of mind fosters more compassion and empathy. We should want to bring a smile to our neighbor’s faces year-round, not just when we are bringing them our finest batch of snickerdoodles. We should want to volunteer and express thankfulness for those in our lives as often as possible, not just during Thanksgiving dinner. It’s easy to get lost in the madness of life, but a holiday state of mind could help people treat each other like… people.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“Good is the enemy of great.” — Jim Collins.

I’ve had some near-death experiences and lost some of the most important people in my life — both of which have taught me that life is short and finite. Every day we wake up, we have the opportunity to leave this world a better place, to inspire others, and to reach our greatest potential. I want to maximize my time on this earth and work relentlessly towards greatness in everything I do. Before my Grandmother passed away, she told me that I was capable of achieving my wildest dreams. It’s my obligation to work towards her vision of what I could be and make her proud. Good isn’t going to cut it, great is the only outcome I accept.


Matt Janz of THC Marketing: Five Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Rebecca Page: “Working in a genuine learning environment helps to promote a two-way process of…

Rebecca Page: “Working in a genuine learning environment helps to promote a two-way process of constructive feedback”

Working in a genuine learning environment helps to promote a two-way process of constructive feedback that prevents a blame culture creeping into conversations. I have also found that it is important to set expectations up front about the regularity of and process for communication, along with agreeing what the team member needs from me (or someone else), action points and a realistic timeline.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Rebecca Page.

Rebecca Page is the co-founder and CEO of Rebecca Page, a popular global sewing brand with a community of over 500,000. She has spent over 30 years sewing and is the creator of the leading Sewing Pattern Subscription & The Sewing Summit, and is a published author. Rebecca has been featured in The Times, on BBC Radio 4 and in numerous industry publications. An entrepreneur by heart, Rebecca has run multiple businesses. She is a huge advocate for moving away from fast fashion to beautifully fitting hand-made clothes.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

Thank you! I started sewing when I was around 8 years old. I remember so clearly my Mum trying to steer me towards simple, beginner level sews… and me setting my heart on complicated coats and ballgowns! I worked my way through her sewing encyclopedia, trying every technique on scraps of fabric and saving them all in a big folder. I had a huge desire to have my own business right from when I was little and quickly started making things to sell. Over the years I’ve always come back to sewing, and now being able to combine my love of business with my love of sewing is the dream role for me!

Can you share the most interesting story that happened to you since you started your career?

I actually started the business after being the standby contestant on the Great British Sewing Bee. I was on maternity leave with our second child and applied to go on the show. I didn’t get on, but if someone couldn’t make the live filming dates, I would have to step in. I got to do all the same prep and practice behind the scenes as the contestants. They didn’t need me for filming in the end, but I had such fun with the process, I decided I wanted to take some of my homemade sewing patterns and put them on Etsy for sale. The rest is history!

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

Ahh, once I was making matching PJs for our two eldest kids who were quite different heights. I was so busy watching Netflix while I sewed that I didn’t notice I had sewed mismatching bottoms together… I ended up with two identical pairs of pajama bottoms, each with one long leg and one short leg.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

Everyone in our team is based remotely and has complete flexibility as to how and when they work. The ability to manage families and non-work responsibilities, along with the time saved not having to commute, allows our team to establish a routine that works for them. This reduces stress and burnout, which means our team can thrive in their work and home lives. One of our marketing team, Bronwyn, says ‘I’m an introvert so prefer to be in my own space, and find I am way more productive working remotely; I can just put my head down and go, but also walk away if I need to run errands and then balance out the time later out on’.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

Rebecca Page Ltd was registered in March 2018, so it’s been over two years now.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

  1. Managing time and productivity — the added complexity in managing remote teams needs to be balanced by sharing the responsibility between management and the team. In return for flexibility, the team understand that there needs to be the means of having technical oversight around time and productivity. Before we implemented a technical solution, it took time to manually prepare timesheets and accuracy and tracking of time was an issue.
  2. Managing communications — finding the right technology to enable quick and effective communication across many different time zones. Email can be appropriate between two people, but we found that when there were more than two people there was that inevitable lag due to people working in different time zones.
  3. Getting the right cultural fit — when we started Rebecca Page we operated on a good ‘gut-feel’ and this has, for the most part, worked well in a small team environment. Team members who have come from a design room notice and enjoy the absence of stereotypical ‘divas’ and office politics. We are mindful that as we scale, we will need to move away from gut-feel as the primary method for getting the right cultural fit.
  4. Establishing an organisational structure that aligns to scaling a remote team — as a start-up scales, it is inevitable that more and more of the team report into the CEO. It can be tricky dismantling a flat structure and implementing something that supports natural workflow.
  5. The fun ‘human’ stuff — the team is growing rapidly, which means it is important to quickly integrate new people and make them feel welcome. We are pretty much all creative people at heart, so we identified that our team fun needed to be centred round our creativity.

Based on your experience, what can one do to address or redress each of those challenges?

  1. Managing time and productivity — we use Time Doctor, a web-based solution that provides time tracking, computer work session monitoring, reminders and screenshot recording for remote teams. It is very easy for our flexible team to capture the time they spend on different tasks and it’s also easy for us to monitor and report time accurately.
  2. Technology to manage communications — we use Slack, Zoom and WhatsApp for team communications. We’ve found that this combination quickly solves any miscommunications that may pop up in written form, and we don’t believe this is less effective than being in a face-to-face environment. As Bronwyn in our marketing team says ‘being able to work from anywhere is fun and opens up so many possibilities — I can work from a friend’s kitchen, from another country if I travel, or from the couch’.
  3. Employing for the right cultural fit — we have been lucky because we have found most of our team directly from our customer base and these positions are highly sought after. Everyone involved in the pattern making process enjoys sewing, and we think this authentic love of the patterns that we produce shines through. As a global company, we are overwhelmingly fortunate to serve a customer base made up of all different races, religions, ethnicity, and creeds. Diversity in all ways is integral to the makeup and culture of Rebecca Page, and we are welcoming and proud of the various backgrounds, beliefs, and incredible individuals that make up our ‘team’.
  4. Organisational structure that aligns to scaling a remote team — I liken our organisational structure to a beehive, but without a queen bee! We work cooperatively towards our larger goal, but operate on a day-to-day basis within smaller teams. Jo in our pattern team say that ‘just like a beehive there is no close of business, no 5 pm out the door and that’s it, job done until the next day…everything keeps turning with each time zone, the process never stops!’.
  5. The fun ‘human’ stuff — we have built comradery through creative sharing on our Monday afternoon team Zoom call. We also have a ‘random’ channel on Slack where we can post anything and everything we want to about what we are up to in our lives. There’s lots of pictures of everyone’s kids, dogs, dinners and road trips!

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

Working in a genuine learning environment helps to promote a two-way process of constructive feedback that prevents a blame culture creeping into conversations. I have also found that it is important to set expectations up front about the regularity of and process for communication, along with agreeing what the team member needs from me (or someone else), action points and a realistic timeline.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

I don’t recommend using email for constructive feedback. I prefer to speak to the person directly. Usually there’s a reason why they did or said what they did. If we can find out what that is, it’s much easier to address what happened directly, letting them know what the impact was and how we’d like it done in future. With Zoom and WhatsApp, most of our team can jump on a call quickly.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic. Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

A team used to working closely together can implement a routine during the pandemic that helps to keep everyone in touch. Establish Zoom ‘catch-ups’ each morning and afternoon, that are just the same as coffee-time in the office. Team members can ask any questions, discuss issues or just listen in the background to what’s going on. Having a set time to login to the team catch-up avoids the potential obstacle of isolation. An added benefit is that it’s an efficient use of time, as the team don’t need to individually contact the team leader whenever they have a question. Whether in person or on screen, this kind of interaction creates a learning environment for everyone in the team. I’d also suggest retaining any team cultural norms, such as having a drink together after work on a Friday. It’s not quite the same on Zoom, but you can mix it up by making someone different in charge each week of a team activity or challenge.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

We have a team call at 5pm on a Monday and everyone from all around the world logs in — often with kids and pets in the background! I have a quick round-up of what we are focusing on in the coming week and then each team member shares a creative project they have been working on and answers a fun weekly question. This has helped the team get to know each other better, which has resulted in friendships developing. Because we all come from all over the world, and use language differently, we learn to look at things from different perspectives and this helps us to avoid misunderstanding or miscommunication. Bronwyn from our marketing team sums up the team culture — ‘one of my absolute favourite things about Rebecca Page and the global nature of the team is “meeting” people from countries and cultures I may not have had a chance to otherwise’.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I would love, love, love more people to think about the sustainability of their clothing. Not just where it comes from and who sews it, but also having clothing really fit their body how they want it to. If you have quality clothes you love, that fit how you want them to, you are far more likely to wear them and look after them. This both reduces waste and has people feel better about themselves.

Can you please give us your favourite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

My co-founder, Janine, sent me a card very early on in the business with the quote “She thought she could so she did”. I saved it and still have it up on my wall today. It really says it all to me. Anything is possible. The key is believing you can.

Thank you for these great insights!


Rebecca Page: “Working in a genuine learning environment helps to promote a two-way process of… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Peter Imburg of Elfster: Five Things You Need To Know To Successfully Manage a Remote Team

It is a pain — but it is so helpful! — to get your remote team all together in one location from time to time. It is also essential to get your leadership team together in real life even more frequently. Try Asilomar or somewhere not too far flung but kind of exotic like Montreal.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Peter Imburg.

Peter Imburg is the CEO and founder of Elfster. He launched the Oakland, California-based company in 2001 after his wife and sister realized how complicated it was to coordinate a cross-country Secret Santa exchange.

Since then, he has grown Elfster to 17 million users worldwide, partnering with dozens of the most popular retailers and brands while collaborating with organizations like Toys for Tots to encourage charitable giving during the holiday season.

Upon founding Elfster, Peter brought more than 10 years of experience working in technology, finance and business at companies including Exigis, BenefitStreet, QuantumShift, Merrill Lynch and Wells Fargo.

He is a graduate of University of California, Berkeley and the Executive Leadership Program at Stanford University, as well as attended leadership programs at Babson College.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

I’ve got more than 20 years in technology, business and finance, growing Elfster, which I started developing in 2001, to more than 17 million users from 50+ countries. I started designing this application during the holiday season when my wife and sister realized how complicated it was to coordinate a cross-country Secret Santa exchange. Five years after its inception, I was able to quit my day job to lead the growth of Elfster as its CEO and Founder.

Can you share the most interesting story that happened to you since you started your career?

We see many really amazing stories at Elfster about how different groups and communities support each other by fostering generosity. For example, one group of 491 Triplet Moms comes together for a Secret Santa Gift Exchange at Elfster each year. Their story of helping one another with support and kindness was so compelling we wrote a story about them on our blog. Later one of those triplet moms (and her husband, too!) joined us on the team at Elfster to help other users who were spreading the love.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

I wanted to throw a launch party the first year we made Elfster.com public — I thought it would be fun and we could support a good cause as part of it. It got so time consuming and the expected budget kept rising — all while we were starting to get traction. It became a big distraction. I learned so much from that: to stay focused on the customer, to not get distracted by inessentials, and there are easier ways to support good causes!

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

I have learned the hard way the message I am about to share! For your company and staff to thrive (you need both), make sure your staff is clear and aligned with respect to where the company is going. Communicate, repeatedly, that direction to your team and make sure that they are motivated to achieve well-aligned objectives that all support the well-understood company direction.

To avoid burnout on your team, try to avoid sending email and slack at night or on weekends. Make time to connect with staff members for something fun online, like a Zoom happy hour or a Jackbox game session. To deepen personal connections with teammates, we have started using Donut in Slack — it’s great to get to know more members of the team.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

Before it was as commonplace as it is today, through its 15+ year history, Elfster has worked with 100% remote staff since the beginning. Currently we have 15 year-round employees and an additional 35 seasonal “elves” around the country.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

1- You’re in many different time zones. — e.g. all hands meetings are at barely the intersection of when everyone works.

2- It’s impossible to stay in contact without reliable communications (can you hear me now?) — e.g. group videoconferences routinely include 5 or more people — being set up and ready a couple minutes before the start is necessary — too often the first few minutes of the meeting can be fiddling with cameras and mics.

3- You must have outstanding support systems to help coordinate project management and workflows — e.g. Jira, Trello, ProductPlan, Slack, Hubspot, Github, 15Five, and of course, Spotify.

4- It is a pain — but it is so helpful! — to get your remote team all together in one location from time to time. It is also essential to get your leadership team together in real life even more frequently. Try Asilomar or somewhere not too far flung but kind of exotic like Montreal.

5- A video call is always better than just audio to really be able to connect with your staff.

Based on your experience, what can one do to address or redress each of those challenges?

(Please see above where I incorporated solutions).

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

This really begins with building a trusting and collaborative environment. That is done by ingraining in the team the importance of some basic communication skills, like don’t take things personally, appreciate others’ perspectives, be kind, seek to understand not to win, etc.

With that backdrop, candid feedback will land much more softly. In the moment of providing feedback, make sure it is a good time, ask permission to deliver some candid feedback, and deliver your message in a constructive way.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

Don’t Do It! Pick up the Slack Phone / Facetime if there is something meaningful to be conveyed.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic. Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

Find a comfortable / proper place to work. It is enticing to think you might work from your La-Z-Boy and you may do it from time to time, but you really need a good workspace with minimal distractions.

Also, take some regular breaks! You need to step away from work periodically to really function at your peak; maybe take a walk around the block. The fresh air is great for keeping you sharp and creative.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

Once COVID is over, plan to get together in person! In the meantime, have some fun online together — take time out for a Zoom happy hour or Jackbox session.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

What if every person took just 30 minutes a week to think about how they could be kind and generous to someone else — and acted on it?

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“Every great dream begins with a dreamer. Always remember you have within you the strength, the patience and the passion to reach for the stars, to change the world.”

Harriet Tubman

Thank you for these great insights!


Peter Imburg of Elfster: Five Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Kip Wright of Genuent: Five Things You Need To Know To Successfully Manage a Remote Team

Communication. The lack of proximity presents an immediate challenge around communication. When teams work closely together in the same physical environment, they are able to quickly voice questions, share ideas, and receive feedback on their performance. A remote environment removes the conveniences of proximity, forcing teams to find alternative ways to collaborate.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Kip Wright.

Kip Wright is President & CEO of Genuent. Wright is a staffing industry veteran instrumental in shifting the landscape of the human capital industry. Known as a passionate leader with an innate ability to drive both growth and organizational efficiencies, Wright is responsible for all facets of executive strategy and leadership for the Genuent organization.

In his 26-year career, Wright has served in numerous leadership roles with public and private staffing and workforce solution companies. As Senior Vice President of Manpower, North America, he successfully led Manpower’s $2 billion contingent staffing line of business for the United States and Canada. Wright also served as Senior Vice President of ManpowerGroup Solutions in North America, which include service offerings of Recruitment Process Outsourcing (RPO), Managed Services Provider (MSP) and Talent Based Outsourcing (TBO). Wright joined ManpowerGroup through the acquisition of COMSYS / TAPFIN where he served in several executive roles including Senior Vice President of Managed Solutions, Chief Financial Officer and President of TAPFIN. Wright began his career as an auditor with Ernst & Young.

Considered a leader in the field of human capital and workforce fulfillment, Wright is the recipient of numerous awards. He is a five-time recipient of Staffing Industry Analysts’ “Staffing 100” award, recognizing the most influential leaders in the staffing industry. Under his direction, TAPFIN became the gold standard for contingent workforce management providers, and was the largest global MSP for four years running. TAPFIN has also been recognized by Everest Group as the top performer in the MSP space for the last three years.

Wright carries his business degree from Louisiana State University. He currently serves on the board of Genesys Talent and has participated on numerous other boards, including OnForce and Homemade Gourmet.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

Born in Louisiana, I grew up in Houston. LSU is my alma mater, where I got my degree in Accounting. After college, I started my career in Big Six public accounting, but quickly moved into the services and workforce management space where I have now been for 28 years. Throughout my career, I have had the chance to work for several fantastic companies across a variety of labor categories. I have worked in IT solutions, finance, administrative, light industrial skills, and even built comprehensive solutions for Fortune 100 clients to help them better manage their contingent staffing spend.

A couple of highlights:

— Recognized six separate times as one of the top 100 most influential leaders in staffing

— Built TAPFIN, which became the world’s largest provider of contingent workforce management outsourcing

— Ran Manpower North America (US and Canada), which included oversight of 550 separate branch offices, employing on average of 70,000 associates

Can you share the most interesting story that happened to you since you started your career?

I remember when we set up our first global office for TAPFIN in London. At the time, we were supporting one of the top five global banks with a contingent workforce management program in the U.S., when on a handshake we were asked to open the London office. I sent my team three weeks ahead to get the program started, and scheduled an in-person visit shortly thereafter to check on progress. We were still negotiating the contract at the time, so the work we were doing was at risk.

The first night I arrived, I received a call from our CEO. He had not been keeping up with his weekly status reports, and decided we needed to pull out immediately since we didn’t have the contract signed. Knowing the implication this would have on both our reputation and the business that the bank had us supporting, in defiance I refused and instructed my team to continue work. It took another week to finalize the contract, but resulted in more than 10 years of work with that client, and the launch of our European business. Had I followed orders, none of that would have happened. Sometimes you have to take risks to do what’s right.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

I’m not sure it’s necessarily a “funny” story, but it does speak to being aware of your surroundings and location. In one of my first positions, I was asked to fly to Chicago and run due diligence on a potential target company. Living in Texas, and spending most of my young career in the state, I didn’t think through the differences in temperature, particularly as I’d be traveling in February. So I flew to Chicago wearing only my suit and changes of clothes; no jacket, no gloves, no hat. I learned the hard way to check the weather and plan ahead for any and all business trips.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

In my opinion, there are three simple rules to follow:

  1. Communicate, communicate, and then communicate again. There is no replacement for a steady, honest, and confident flow of communication.
  2. Set clear expectations. There is nothing more frustrating than wondering what each employee needs to do to be successful. In times of crisis, this is even more important. Set specific, measurable goals and action items, and help your teams track progress.
  3. Recognize great work. When times get difficult, people need to know that their work is valued and making a difference. In times like these, find a reason to reach out to your team members with a note, text, email, or phone call.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

Managing an entire company in an entirely remote environment? Counting the last five months… five months. All kidding aside, I’ve always managed organizations that have a distributed workforce. In many cases, that includes managing separate branches or operating locations while in others, it includes managing team members that work remotely or from home. So, I’ve always understood the basics of engagement in a remote environment. Again, streamlined communication, clear expectations, and measurable progress are key here. Fortunately, technology has revolutionized the way remote teams collaborate — leaning into platforms like Zoom and MS Teams has been instrumental for Talent Path throughout the pandemic.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

From our perspective, there are five main challenges to managing a team in a remote environment:

  1. Communication. The lack of proximity presents an immediate challenge around communication. When teams work closely together in the same physical environment, they are able to quickly voice questions, share ideas, and receive feedback on their performance. A remote environment removes the conveniences of proximity, forcing teams to find alternative ways to collaborate.
  2. Productivity. One of the biggest crutches managers use to claim that a remote work structure is not effective stems from the theory that the physical presence of the team allows supervisors to ensure that work is being done. Aside from the reasons this is a misguided theory, it’s difficult to manage productivity in a remote environment, particularly without setting proper expectations and incorporating an effective measurement system.
  3. Culture. We have long believed in the importance of building and maintaining an effective culture as a direct link to the success of any company, organization, department, or team. It should be quite obvious — as humans we have an innate need for interaction with others who share common interests. As we have mentioned before, the remote work structure removes the convenience that an office can provide, forcing the need to establish a proper structure that compensates.
  4. Building Trust. While trust is often an important element of many cultures, it is by itself an important success factor for the performance of a team. The reason is simple — trusting in your team members to do their job allows you to focus on yours. That trust allows effective teams to work both separately and together toward a common goal. Again, physical proximity provides the convenience of continuous validation of each individual’s progress, reinforcing trust. Remote environments complicate that validation.
  5. Technology. So many of the factors we mentioned above — communication, performance, culture, and building trust — can only be achieved with the proper framework that facilitates the visibility and interaction necessary to compensate in a remote environment.

Based on your experience, what can one do to address or redress each of those challenges?

To bolster communication, implement and utilize a number of different media platforms for communicating. Email, video calls, conference calls, e-newsletters, etc. Second, develop a timely, routine, and ongoing communication plan. Finally, communicate with as much clarity as possible. Even when there is nothing new to share, share that there is nothing new.

There are two solutions when it comes to productivity. First, set very clear expectations of performance with every member of the team and hold them accountable to those expectations. So many companies fail to do this first, which cancels any subsequent effort to compensate. Second, measure and report progress through dashboards, scoreboards, power rankings, etc.

Building a company’s culture is done every day through every action of nearly every person in a company. We have always found that regardless of proximity or work location, culture building is about setting and communicating clearly the purpose and vision of a company, and then living true to that through your actions. It requires intention, commitment, and persistence. It also requires visibility; the team needs to see the actions and the connections to the culture you are trying to build.

To be successful building trust in a remote team, you must develop the mechanisms to validate individual performance/progress thus building that trust. Some of the same tools you will use to address communication, productivity, and culture will also help build trust.

Technology is where email, video conferencing, operating systems, performance dashboards, and content sharing becomes so important. Tools like MS Teams are godsent for tackling this challenge.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

First of all, I tend to take the approach that feedback can’t be received unless the individual is receptive to it. So, it’s important to first create an environment where advice can be received — which takes time. Over time, people learn to trust that feedback is constructive and useful if they see it’s fair and consistent.

Second, it’s vital that feedback is not always negative. If a manager solely provides feedback when it’s negative, the employees receptivity will be shut down.

Third, make sure you distinguish between reality and perception. In my case, I’ll often give feedback that recognizes that an issue may only be a perception, but in many cases that perception turns out to indeed be fact.

Finally, the way your employee responds to feedback is entirely dependent on the way you deliver it to them. Oftentimes, people don’t realize their own behavior, so try something like this: “I don’t know if you realize X, but when you do X, I see/process X, and it makes me feel X.” Assume that the person doesn’t know they’re doing it or have any idea that it’s impactful. This way, your response is never perceived as intention to do harm, but merely a consequence of their approach or actions.

Notably, none of this is directly tied to whether or not an employee is working remotely. If you are consistent, provide both positive and negative insight, approach conflict from a constructive standpoint, and frame it correctly, it won’t matter where your staff is.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

Personally, I try to avoid giving feedback solely using email to avoid misinterpretation. What I prefer to do is have sensitive conversations in-person or at least via phone call or Zoom so that my employees know for certain that they are heard and understood. Doing this also enables a two-way dialogue where employees can ask questions.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic. Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

There are so many things to consider when you take a team used to working in physical proximity and asking them to work remotely. But if I were to pick three key suggestions, perhaps I’d go with the following:

  1. Follow a routine. Teams function better when they engage on the same time table, especially if they were previously used to doing so in close proximity. So, establish a clear schedule that everyone agrees to follow — one that enables a necessary time overlap to encourage interaction.
  2. Establish frequent check-ins. When we shifted our team to remote work, we asked our team leaders to set up morning, noon, and afternoon check-ins that take place over video or phone calls.
  3. Mix things up. Team meetings and check-ins don’t always have to be addressing business. For example, make the morning call a check-in to share personal goals for the day. Make the midday or early afternoon call a team “walk the dog” call.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

Many of the elements we previously outlined, if properly implemented, will create a healthy and empowering work culture, regardless of proximity. Those include:

— Effective, consistent, and transparent communication. Provide as much information as possible as frequently as you can. Too much is never enough.

— A culture of performance. Set clear expectations and hold people accountable. Team members want to know how they’re doing.

— Recognition and rewards. While holding people accountable, make sure they are recognized for their performance. A good rule of thumb, recognize 10 times more often than you criticize.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

To be honest, we truly believe that we are inspiring a movement with our work at Talent Path. As a company, our purpose is to “Enrich Lives by Connecting Talent.” We do that every day by helping our contractors find meaningful work that maintains their livelihood, all while helping our clients find the talent that can achieve their business goals. At Talent Path, we have the privilege of getting to do something very special: we help launch careers. We help new graduates find a path to gain both the skills and experience they need to start a career in technology. And because we can do this with purpose, we intentionally recruit to achieve a richer balance of diversity in our consultants, in terms of both race/ethnicity and gender. I’m blessed to run a company that allows me to inspire a movement, but beyond that, I’d say the biggest challenge we have in this country today is the inequities our system creates. What I’m referring to here is access; access to the jobs that pay the salaries that allow people to live the lives they want. And access can only be supported if we strive for the following:

  1. Stable, safe environments. Communities that are safe for our children, where they can learn, develop, and grow.
  2. Proper guidance. Morals, values, and principles are just as important as professional development. So is recognition, encouragement, and support.
  3. The right education. At the heart of some of the racial inequities we have in this country is the lack of access to education and training. We must all band together to solve this, now.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

Oh my, there are so many quotes I use and reference as lessons for leadership and life. In fact, my leadership blog (www.leadingwright.com) is filled with them. For now, here are a few that I truly love:

  1. “Culture eats strategy for breakfast.” — Peter Drucker. This may be the biggest truism in business that I have ever seen. If you build the right culture, based on purpose, principle, clarity in vision, and in what you want to stand for, you will find success. I recommend taking it a step further: build a strategy that intentionally creates and maintains the culture you want, and you will be unstoppable.
  2. “There is no ‘I’ in ‘Team.” — Peter Drucker. I am, and have long been, a proponent of the importance of teamwork, leveraging strengths and compensating for weaknesses.
  3. “Everything you’ve ever wanted is on the other side of fear.” — George Adair. I leaned on this quote as my mantra when I took a huge leap of faith to leave my job running all of Manpower North America to run Genuent and launch Talent Path.
  4. “We make a living by what we get. We make a life by what we give.” — Winston Churchill. This one’s more of a life lesson than a business lesson. There are so many ways to say it, but Winston does just fine with his words. Pay it forward, and it will pay itself back.

Thank you for these great insights!


Kip Wright of Genuent: Five Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Author Ashley Armstrong: Five Things You Need To Know To Successfully Manage a Remote Team

Communication can be a challenge at times. With remote teams, many people may be working in different time zones or experience language barriers. Therefore, meetings, follow-ups, etc., must be scheduled ahead of time on a schedule that works for everyone. Communication can also be slow as you cannot turn to the person sitting in the desk beside you to ask a question so you often have to expect delays when waiting for an answer.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Ashley Armstrong.

Ashley Armstrong, E-Commerce Expert and Best Selling Author, helps sellers successfully navigate the in’s and out’s of Amazon to scale their businesses to 8-figures and beyond.

After building a 7-figure physical product business, Ashley went on to establish an eCommerce consulting firm that specialize in navigating Amazon’s ‘hidden rules’ of engagement. Her expertise has helped thousands of sellers properly position their product lines in order to increase sales, build a loyal customer base, and drive revenue. On average Ashley’s top clients see a 140% increase in sales in 30 days.

Ashley has partnered with Amazon and Marketing guru, Dan Hollings, as well as companies like Sustain Natural and Viome, who won awards like The Digital Health 150’s Most Innovative Digital Health Startups of 2019, Frost & Sullivan’s 2019 Company of the Year Award and the Top Nutrition Startup Award 2020.

She has also consulted for influencers like Naveen Jain and Jeffrey Hollender, and worked with experts including Joe Polish, Jason Fladlien, Philip Jepsen, Greg Mercer, Ori Firouz, Abdul Samad, and Chance Anthony. For her expertise, she has been featured in Medium, Authority Magazine, Thrive Global, The List TV, CBS, NBC, ABC, and FOX NEWS. https://amazauthority.com/

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

Anyone who knows me knows that my energy and my drive is extremely high, so with being a stay at home mom I had to find outlets in which to direct my energy. It began with writing books for my children, of which I earned a best seller, and through my online marketing I quickly learned there was so much more to Amazon and other selling platforms than meets the eye.

So many hidden secrets that no one seemed to be willing to share so I took it upon myself to learn everything there was about having a successful eCommerce business. This knowledge led my own products selling to a 7 figure success but with my energy…I had to do more!

I knew this information could stop so many other sellers from falling through the cracks leading to the establishment of my eCommerce consulting firm that specializes in navigating Amazon’s ‘hidden rules’ of engagement. I have had the honor of helping so many established businesses and upcoming entrepreneurs find huge success in the massive eCommerce world, growing many of them to 8 figures plus!

Can you share the most interesting story that happened to you since you started your career?

There are several stories that come to mind, however, if I have to choose one I would have to say it would be when I learned that when you are excelling and exceeding all expectations you are a target for on-lookers to copy! I found quick success when I launched my eCommerce business. One product after another was a #1 best seller and my revenue went from 0 to $30K in 30 days with many of the products I launched.

This success started to gain a large following and low and behold, I started getting “copy cats”. People stealing not only products but my intellectual property as well. Soon I had to fight these copy cats off by sending Cease and Desist letters, getting lawyers involved and it was a lot of time, energy, and effort to protect what I had built.

Luckily I was smart enough to trademark and copyright everything I was doing and because of that I was able to win every case we went after.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

Often when creating your own business from scratch you are too close to the situation to notice an error and thank goodness I had mentors in my back pocket to help me through them.

When you are a manufacturer, it takes a great deal of time to do market research, competitor analysis, product development, sample test runs, and then final production. You have to estimate how much inventory to manufacture and you need to have the cash on hand to pull it all off.

Well, the problem was quickly realized when my sales were out of control! They doubled and then tripled to a point that I had to triple my sales prices to try and slow sales down just to give me enough time to get more inventory in stock. Low and behold — the drastic price increase did not slow my sales down! Instead it actually increased them forcing me to sell out of inventory sooner than I wanted. We still laugh about it to this day, it was a great problem to have!

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

Burnout happens to the best of us. Poor planning, not knowing when to stop working, rushing to finish a project on time, and more. Thankfully, there are great ways to avoid burnout if we take the time to follow them which isn’t always easy when running your own company!

It begins with knowing when to delegate the workload. This is, at times, hard to do as only you can achieve the results you want right? Wrong! By placing trust in our teams, we have the opportunity to let some of the stress that leads to burnout go. Knowing a portion of the workload is being taken care of by capable hands allows you time to focus on other things…including yourself.

It is vital to take time for you! Hit the gym, visit a spa, go for a walk, enjoy time with family, and any other activity that allows you to put down the cell phone, close the laptop, and focus on something other than work for a moment. You will be surprised how even a short break to go outside and enjoy some fresh air revitalizes your mind and brings new ideas to the table!

Having dedicated work hours is also very important and even more so when working for yourself. It is much too easy to grab your phone and answer that quick email at 11 pm at night when in reality that time should be spent on you. Without dedicated work hours, you will find work becomes your entire life quickly leading to burnout where productivity comes to a standstill. It’s ok to set boundaries and it is highly recommended.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

First off, I must say without my team I would be lost! That is not to say it was easy finding a team that connected with my insane energy and commitment, however, after several misfires, I have been able to create a team of dedicated people who compliment my ‘craziness’ making for an excellent, and very productive working relationship!

Now how did I get here? With a ton of trial and error! From the start, I knew I needed someone to get me organized as I am the type of person who has a ton of ideas and wants to implement them all right now! I needed someone who could tell me “Ashley…slow down, let’s focus on ABC instead of jumping to XYZ.”

This for me had to be someone who could be my right-hand person and be able to organize the millions of ideas coming from my mind in a way that betters the business as a whole. For when I succeed, they succeed and that is the ultimate goal! My executive assistant keeps me grounded, organized and focused on the tasks at hand and I wouldn’t be here without her support!

I could not afford a structured business location to house my team when starting out, so remote team members were a great way to get qualified staff while saving money on office space. Over the last decade I have been able to work with a variety of people from locations around the world who I would have never had the opportunity to work with if I had chosen a more traditional business environment.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

There are so many benefits to having a remote team, but yes, there are also several challenges as well. All of which can be overcome with experience and knowledge as well as an understanding of your wants and needs and having the faith and trust in your team and yourself.

I would have to say one of the main challenges would be tracking your team’s productivity and work progress. There is no physical workstation for you to check on, no daily in-person contact to touch base and see where they are at so you must be diligent in setting up schedules, deadlines, and expectations right from the start. My executive assistant keeps my entire team in check…especially me! She has implemented great programs for file sharing and progress tracking that helps the entire team function at their peak performance!

Secondly, communication can be a challenge at times. With remote teams, many people may be working in different time zones or experience language barriers. Therefore, meetings, follow-ups, etc., must be scheduled ahead of time on a schedule that works for everyone. Communication can also be slow as you cannot turn to the person sitting in the desk beside you to ask a question so you often have to expect delays when waiting for an answer.

The third challenge, and often the most difficult, would have to be hiring. You do not have the opportunity to sit down over coffee and get to know the person on a more personal level. No handshake to judge their initial confidence, and no immediate clarification if this is someone you can work with on a daily basis. You are relying solely on what you read and hear instead of being able to use all your senses which can make it difficult to find the right fit for your team.

Fourthly, another challenge you face when working with a remote team is there is no company culture leading to social disconnect. No “water cooler talk”, no team-building outings. These types of team events create a bond between workers and without them, it can become difficult to form these relationships.

And fifth but definitely not the least important…building trust. When working with someone in-person on a day to day basis you form bonds of trust. This is more difficult in a remote setting as there is no physical person to connect with. Managers may not trust their workers are completing tasks as scheduled and workers may not trust they will be paid on time…if at all. Trust does not come overnight, but with consistent and transparent expectations, trust can also be formed remotely. For example, when I send work off to be edited by my content writer, I can trust she will complete the work on time and as expected. She in turn can trust consistent pay and recognition which has allowed us to form a bond of trust without ever meeting in person!

Based on your experience, what can one do to address or redress each of those challenges?

With each challenge comes its own form of unique handling. Tracking your team’s productivity and work progress is a vital part of your success and you must implement software like Asana, EasySuite CRM, Basecamp, Trello, etc. where work can be shared and progress can be tracked daily in order to know your team is doing the work as required. Always have milestones in place instead of just a full project deadline so that you are not blindsided by incomplete work on the due date. This will help you keep track of everyone’s progress and know which areas need support long before they become a problem.

Communication issues can and must be addressed from the beginning. This can, at times, be difficult to implement, but having a consistent schedule makes it much easier to get the team together remotely to discuss ideas, thoughts, problems, or concerns easily. You must also remember that everyone’s time is valuable, including yours. If you expect your freelancers and team members to attend mandatory meetings, be prepared to pay them for their time. This makes it much easier to have your team attend on time, every time, as they know that you respect their time as being important to both you and the company.

The best way to handle the difference in hiring procedures is to begin by clearly stating your expectations and needs. I often take up to a week to design a job posting as I want any potential hirees to know everything they can before applying. Have an in-depth application for job seekers to fill out but I don’t stop there!

I always ask for a screenshot of their internet connection, I ask them to rate themselves from 1 to 10 on each skill I require, I ask them a fun question to get to know if they like to laugh a lot and have an upbeat personality, I often ask my potential new hires to submit a quick video introducing themselves and I ALWAYS end each job posting with, reply starting with “I am the person for you”. This will tell me if they read everything and I can quickly delete anyone who doesn’t follow instructions saving me time interviewing incorrect applicants.

Avoid hiring a jack of all trades. Instead, hire specific members for each task because someone who is an expert in everything often means their performance will be simply average instead of excelling at one or two things.

Building a company culture to avoid social disconnect can be managed by adding a virtual watercooler for more casual conversations such as weekend family plans or employee weekly wins and gratitudes. Adding physical mail-outs of gifts and company merchandise to your team members and cash bonuses go a long way and they truly appreciate that more than anything. Weekly group calls to discuss more than just business is also a good method to promote your company culture. Remember that you are your company’s culture so be sure you are a living example of the culture you wish to form before trying to encourage others to do so!

Lastly, trust-building. Simply put, you must be transparent about your company goals, expectations, rules, and limitations. Do not expect your team to just know all the in and outs. By being fully transparent about everything from pay dates to deadlines, struggles you are dealing with etc, you will be able to form a trustful bond between your team members.

My company motto is, “When I rise — we all rise!” I like to support and lift my team members up individually and support them on their extra curricular work as well!

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

We live in a very technological world and with many people choosing email and texting over picking up a phone and calling someone, it can be difficult at times to read the ‘tone’ of the sender. They may be expressing concern in a light manner, but you may take it as they are angry and full of resentment. This often leads to many conversations between two people being ‘taken the wrong way’ by one party or the other.

The same goes for remote workers. You cannot simply assume your tone will come across as you meant it through an email or text. Some tips to help combat the misunderstandings through both non-verbal communication and visual communication while giving constructive criticism are:

  1. Video Call is Best — Whenever possible try to give constructive criticism through a video call. This is the best way to still be able to express yourself while having your remote worker be able to visually see you so there are no misunderstandings in your tone.
  2. Don’t Wait to Give Praise — They often say it takes 10 good things to level out 1 bad thing, so when your workers are doing great…tell them so! Consistent feedback, both the good and the bad is much better for both parties than choosing to only point out the negative once in a while. Positive feedback also boosts morale which, in turn, boosts productivity!
  3. Employ both Care and Empathy — When physically working with someone on a daily basis it is much easier to form bonds that allow you to genuinely show care and empathy to your workers. Remotely you do not have that daily interaction so you must show both without coming across as disingenuous. You can apply this by ensuring your feedback also helps your worker grow. A great tool for learning this is the Radical Candor approach which helps you give guidance and feedback that’s both kind and clear, specific, and sincere.
  4. Don’t Be to One-Sided — Constructive criticism should go both ways and as an owner, you should also expect to hear some feedback on yourself as well. Both giving and receiving feedback should help your team grow, produce new ideas, and develop your team towards an ultimate goal. So remember, you are human and are not perfect so always be ready to learn about yourself as an owner as well.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

Feedback over email is a delicate balance that can be difficult to navigate without sounding harsh. If I had to choose an email over a video call, I would begin by asking questions. Your team is how you reach success so you must show an interest in their thoughts before jumping to criticism. By asking questions such as “How do you feel about the project you were assigned? Did you encounter any issues you would like to discuss?”, you open the door of communication allowing you to then provide constructive criticism both parties need to grow.

Be sure to not simply criticize, but also provide clear actionable direction for your worker to follow along with sincere empathy. Perhaps they were late with a required delivery for the second time, instead of saying “You were late yet again”, try saying “I have noticed you are having trouble meeting deadlines, how can we resolve this so that we can all meet our goals?”. By asking a question, it allows the worker to become involved in the process without the feeling of being attacked.

Without criticism, we cannot grow and it has been shown the people actually appreciate criticism when delivered correctly. My best advice would be to write the email…then rewrite it. Often we spew out too much within the first draft, so it is always great advice to reread and rewrite where needed to ensure you are being constructive, providing actionable direction while also listening to your worker.

Plus, you always want to point out what they are doing right! Give them that boost in confidence they need especially if you have to provide constructive feedback, it can really help minimize animosity.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic. Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

I would say the biggest obstacle when getting used to remote working would have to be time management. When working from home, it becomes all too easy to be distracted by our surroundings such as kids playing in the next room, dogs barking, etc. which can lead to missed deadlines. However, working from home can also lead to burnout as you don’t have a set time to finish work. It is all about time management.

That comes easy when in a physical work building with scheduled breaks, lunches, and a dedicated end of the work day, but can begin to become difficult in a new remote setting. When switching to a remote setting, maintain the same work schedule every day just as you would if you had to get up and leave for work.

Set an alarm, shower, and get dressed for the office, even if your office is now your kitchen table. Keeping the routine allows your body and mind to switch to ‘work mode’ helping productivity and time management.

But sometimes you can’t follow your normal working hours when you have kids to educate at home too. To manage this, I do not micromanage my team.

We are ALL having to deal with the uncertainty of work life balance due to the pandemic. I set clear goals, we have daily check-ins at a specific time that everyone must arrive for, and we have end-of-day reports that must be submitted. Other than that my team can work on whatever schedule works best for them as long as the work gets done and you are online when I am to answer questions in real time. I do not care what hours my team works. We all have to be flexible in today’s world.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

Your company culture always begins with you. Your values, your goals, and your energy. Ensure you clearly describe your values, and encourage others to communicate openly about ideas and thoughts.

Introduce new team members to the entire team. Do not assume they know there is a new person, take the time to fully introduce them, and encourage introductions from all parties. Have a dedicated ‘water cooler’ channel within your organization’s chat forums. This allows for more personal talk such as a great weekend, or a child’s birthday celebration. Simple tricks like this will help you build a community of team members who enjoy working and talking together, leading to better productivity as they feel welcomed and part of the whole team.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

This might sound crazy but smile!

I want you to legitimately reduce your stress and heart rate on purpose by cracking a smile, yes, even fake it if you have to! Smiling supercharges your mood, builds your immunity, lowers stress, and helps to generate more positive emotions which allows you to be more productive at work and make more money.

Our bodies release cortisol and endorphins that provide numerous health benefits when we smile. Quickly shift your mood and stay more energized while avoiding burnout.

The brain doesn’t know the difference if you are smiling because something made you happy or not, it just notices the trigger from the muscles. For a faster effect, smile at yourself in the mirror because our mirror neurons enable us to copy the behaviour we see.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“When I rise, we all rise”

This is my company motto. I don’t take the people in my life for granted even if I am paying them. We all have something amazing to contribute to the world and I am not the only one to have dreams, aspirations, and goals. Every person on my team has them too and I honestly believe that when I grow and succeed, I can then lend a helping hand to my team members as well.

Thank you for these great insights!


Author Ashley Armstrong: Five Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Jonathan Slain: Five Things You Need To Know To Successfully Manage a Remote Team

With our employees, we always want to make sure that they’re providing a return on investment, in other words that the expense the business has in paying their staff is returned as profit. This calculation of return on investment when it comes to staff was easier before Coronavirus. Today, we have to question if people are as productive working remotely as before. Do we still get a full day’s work for a full day’s pay? Is the reduction in productivity due to remote work or due to a reduced demand for products and services globally since this is the worst recession in history.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Jonathan Slain.

Jonathan Slain spent the Great Recession huddled in the fetal position on the floor of his office. He borrowed $250,000 from his mother-in-law to survive. Jonathan paid his mother-in-law back and is now a highly sought-after consultant (and, yes, he’s still married!). Jonathan leverages his experience in investment banking and as an entrepreneur on the keynote speaking circuit because he doesn’t want anyone else to have to borrow money from their mother-in-law in the next recession.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

I am a recovering investment banker! This was my first real job after college doing mergers and acquisitions work in Cleveland. Since then, I’ve owned gyms and I’ve travelled the country working with management teams on strategic planning. I average about 100 sessions of all day planning per year, meaning that I now have close to 5,000 hours of helping teams figure out how to grow and prosper!

Can you share the most interesting story that happened to you since you started your career?

I SURVIVED THE GREAT RECESSION BY BORROWING A QUARTER OF A MILLION DOLLARS FROM MY MOTHER-IN-LAW! I owned a number of franchises of something called Fitness Together. These personal training studios did great at first — we grew very fast, opening several new locations. Our studios achieved new franchise records every year. It felt like we couldn’t miss! In 2008, we set a world record for the most personal training sessions ever in the history of the franchise, and later the most locations ever. We just grew and grew and grew… Until we ran into the Great Recession.

The only reason we survived at all was that I borrowed over $250,000 from my mother-in-law. Amazingly, I’m still married, and I have paid back what I owed at this point. But it was bad.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

Coronavirus’ biggest advantage is its patience. The virus doesn’t get bored or stir crazy, it simply waits for us to make mistakes, to lower our guard and that’s when we spread it. Our best defense is social distancing and masks, but both of these solutions result in dehumanizing interactions! For CEOs and founders to thrive, we need to dig deep, find another gear inside of ourselves and offer comfort and hope to all of the people that trust us enough to work for and with us. By serving others who are having a tougher time in the pandemic than we are, we win.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

I’ve been consulting full time for four years for companies all over the country. In that time, I have worked with my clients in person and remotely.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each? Based on your experience, what can one do to address or redress each of those challenges?

Accountability — Managing people is hard enough when you can meet with them face to face, explain the task at hand, give them the opportunity to ask questions and then follow up to check in on progress. When people are working at home, how can you make sure they are doing their work? One of the companies that I work with on strategic planning was recently lamenting that the software developers that they employ are supposed to write a daily update on what they are working on so that management can track their hours and hold them accountable. Often, these updates are generic (probably copy and pasted from prior updates) and refer their managers to other documents. In other words, “today, I worked on the coding specified in our project timeline.” For a manager to get value out of this update, the manager would have to find the project timeline, open it, find the employee’s scheduled task and cross reference it with the code the employee wrote that day.

The solution is to give your employees more guidance on what a good update looks like, a template to complete it and an explanation of why it is important (and, hopefully the why you give them is something better than “I want to make sure you’re not just eating Doritos all day on our dime…)

Bankability — With our employees, we always want to make sure that they’re providing a return on investment, in other words that the expense the business has in paying their staff is returned as profit. This calculation of return on investment when it comes to staff was easier before Coronavirus. Today, we have to question if people are as productive working remotely as before. Do we still get a full day’s work for a full day’s pay? Is the reduction in productivity due to remote work or due to a reduced demand for products and services globally since this is the worst recession in history.

To combat these questions of bankability it’s important for us to think thru new metrics to measure success. As leaders, we need to provide our people with a clear measure of how they “win” each day when they logon to start working. They need to know clearly how far they have to move the ball for us to get a “first down.” Clear measurables are even more important during Coronavirus and paradoxically seem to be less available.

Comfortability — The number of Zoom users has gone up 20X since the start of the pandemic according to iPhone Life Magazine. And, we are all still learning best practices on how to be comfortable on video calls. What’s the right protocol? Can we dress more casually? Do we always have to have the video on? What’s an acceptable video background? Should I look at the camera or at the other person while I speak? Being on camera isn’t comfortable, it’s a skill that needs to be cultivated. I write this with the news of Regis Philbin’s death on in the background. He set the Guinness World Record for most hours on TV (17,000ish) and his comfortability on screen is testament to that volume of practice.

I recommend that teams default to having the video on during calls because the reward of face to face human connection is more important than the pain of poorly lit backdrops! And, if one person is on video, everyone should be on video (it’s only fair, unless you’re driving and can’t help it…) But, I also like the idea that every once in a while, it’s OK to just doing a regular old phone call. Not EVERY call has to be a video chat these days!

Dependability — Let’s face it, things come up when we’re working from home. In one day, I had visits from: FedEx, UPS, Postal Carrier, Amazon, a guy trying to sell pest control services door to door (I sent him on his way), gardener, Poop911 for dog waste (I understand it’s lazy, but we have a doberman…), and my parents. All of these interruptions caused me to pause my day and answer the door. A few times, I had to ask a video call to hold for a moment. And, it’s currently the summertime when school isn’t in session. When our kids start school again (right now they’re telling us they will attend in person in the mornings and do virtual school at home in the afternoons) all bets are off since the kids interrupt my work every 10 minutes with a homework question (most of them legit, some just asking if they can watch Dobre Brothers on Youtube after they finish their schoolwork…)

For me, I ripped apart my guest bedroom in January, when the pandemic was first starting, and converted it to a virtual studio. A room where I could put in multiple video cameras, lights, and audio equipment to improve the experience of video conferences. Over the past six months, this 15’x15’ bedroom has been transformed into a studio. I use it to conduct strategic consulting (EOS™ Traction sessions with my clients), to film television and podcast interviews, as well as conduct virtual coaching sessions with clients. More importantly, it has a door that can be shut! My family knows that when the door is closed, they shouldn’t interrupt unless they’re bleeding!

Exhaustibility — Let’s be honest, a day full of remote work is isolating and can be exhausting. How much can we take? My goal in building a virtual studio in my house was to improve the experience of a virtual meeting for my clients and myself! I wanted to experiment with how to use hardware, software, and ingenuity to make video meetings more fun, engaging, and productive. Perhaps the highest compliment that I’ve received was from a top sales executive at one of my clients who said “I was suspect of conducting an all-day online meeting, but Jonathan far exceeded my expectations. The way that he integrated technology made it very entertaining. Keeping a sales guy engaged for six hours over Zoom is quite a feat!” — Mike Barrett, Sales Director at TestOil.

After all of the effort to research the right equipment for the studio, install it (often with the help of professionals), and make plenty of mistakes (lots of trial and error and returns to Amazon and other equipment vendors), I wanted to share the current layout. I’m not expecting that everyone will want to go off the deep end like I did with this build-out, but my hope is that you’ll pick out a few elements that are right for your situation. www.AutobahnConsultants.com/VirtualTour


Jonathan Slain: Five Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Keegan Peterson of Würk: Five Things You Need To Know To Successfully Manage a Remote Team

Some team members struggle with distractions, whether it be family members or housework, so they tend to be underproductive. Others are too focused and available, working until they realize it’s past their normal stop time. It’s helpful to have a mechanism that tracks who may be underperforming and who is pushing themselves too hard. Stand ups help communicate the expectations and support the employees while getting a grasp on their workload. For example, CRMs for sales helps measure deal progress, while ticket systems help measure productivity on phone calls.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Keegan Peterson.

Keegan Peterson is Founder and CEO of Würk, the leading human capital management company for the cannabis industry. Keegan founded Wurk in 2015 after recognizing that cannabis businesses didn’t have access to the same scalable HR technology solutions as mainstream companies. Cannabis companies were repeatedly being dropped by workforce management vendors and Keegan saw the opportunity to build an HR and Payroll platform specifically to serve the rapidly growing cannabis industry. Under his leadership, Wurk now serves hundreds of clients across 33 states, including some of the largest publicly traded cannabis corporations in the nation. Würk now pays one in ten employees in the cannabis industry.

Prior to founding Wurk, Keegan spent over a decade working for high-growth HR technology companies, developing a deep understanding of how to build and scale software solutions that automate critical HR functions of business operations.

Keegan is active in lifting up other entrepreneurs in the cannabis space. He is a mentor at Canopy Boulder and Canopy San Diego, a mentorship-driven, early-stage investment program for startups in the cannabis industry, with a focus on ancillary products and services. Keegan is an outspoken public advocate and thought leader for the cannabis industry and is associate producer on the 2018 documentary Weed The People, which aims to educate mainstream audiences about medical cannabis as a human rights issue.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

I grew up in Florida and studied finance and biology in college. After college, I found myself living in Colorado working in the human capital technology world, partnering with enterprise restaurant and retail brands on how to utilize technology to best deploy their people to drive stronger customer experiences. Being in Colorado for the past 10 years, I witnessed the state legalize recreational marijuana and all of the good it did for our community. Coming from Florida, where my mom was a social worker and my dad was a software engineer, the thought of bringing technology to the cannabis industry was a dream come true. If I could help these companies grow and stabilize their business so they could maximize their impact in their communities, then I could participate in making our communities and our world a better place. So cannabis technology quickly became my ultimate life passion.

I founded Wurk in 2015 after recognizing that cannabis businesses didn’t have access to the same scalable HR technology solutions as mainstream companies. Cannabis companies were repeatedly being dropped by workforce management vendors because these providers did not have the compliance or banking infrastructure to support cannabis operations. I saw the opportunity to build an HR and Payroll platform that meets industry compliance and is supported by cannabis-compliant banking to specifically serve the rapidly growing industry.

Can you share the most interesting story that happened to you since you started your career?

The most interesting thing that happened to me since I began my career was being involved as Associate Producer for the Weed the People documentary. I sat next to Ricki Lake at a networking event in Utah and she told me about a documentary she was working on. I was able to jump in on the project and help produce it. The film ended up getting into SXSW and was eventually picked up by Netflix with a successful run last year.

The documentary follows the story of six children suffering from cancer and receiving chemotherapy treatments. They used cannabis for relief from the side effects and for the best experience possible while going through that traumatic time. The film shows how cannabis can really help suffering people.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

Wurk is the first company I’ve ever started, and I didn’t fully understand some of the metrics that investors care about. I was confidently presenting decks with my misunderstood metrics to potential investors who had to tell me what the metrics meant. I left those meetings feeling like I completely missed the mark, spending a lot of the time being corrected by people I was trying to impress.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

It’s important to understand how much work your employees have on their plate so you don’t overwork them. You must be realistic about priorities and workload, and it’s your responsibility to be constantly aware of your company’s happenings so you can protect your team. Everyone is trying their best to get their work done, and it’s the manager’s responsibility to know when they are burning too hot, when to back off and to make sure employees find time to take off.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

I have been working remotely for a decade, since 2010. My first job out of college was managing a remote team, so really my entire career has been remote. Wurk was the first office environment I’ve ever been a part of but we have always had remote workers.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each? Based on your experience, what can one do to address or redress each of those challenges?

The first challenge is communication. About 50% of communication comes from body language but you don’t get the same experience in expressing body language remotely. It’s difficult to know what people are doing and how they are feeling when you don’t have that level of communication. It’s more important than ever to ensure managers are trained to have a weekly one-on-one with their employees. Daily stand ups and overcommunication is important, as well. It’s okay to be redundant. In fact, you probably aren’t saying it often enough.

The second challenge is productivity — both overproductivity and underproductivity. Some team members struggle with distractions, whether it be family members or housework, so they tend to be underproductive. Others are too focused and available, working until they realize it’s past their normal stop time. It’s helpful to have a mechanism that tracks who may be underperforming and who is pushing themselves too hard. Stand ups help communicate the expectations and support the employees while getting a grasp on their workload. For example, CRMs for sales helps measure deal progress, while ticket systems help measure productivity on phone calls.

Prioritization is another problem. Everyone uses email and chat rooms when working remote so you lack the normal, conversational back and forth. Some may not realize another’s workload when asking for help. It can be difficult for employees to understand what is important and what isn’t when prioritizing. Having frequent check-ins with managers and allowing employees to dismiss a request if they are overwhelmed helps to prioritize tasks. Create weekly, monthly and quarterly goals and provide a tool for decision making.

Another challenge is avoiding burnout. Work from home environments can be traps for burnout because work is home and home is work — there aren’t any boundaries. The ability to work from home is a perk to some if they prove they can do it, but sometimes they push themselves too hard to maintain the perk. I’ve had many conversations with executives who are surprised by the amount of productivity from remote employees. What is not being discussed is the looming burnout of team members who are pushing themselves too hard from home. Managers must understand the amount of work each employee has, using tools to measure their productivity.

The final challenge is culture. We’re entering a new era where we must build a virtual culture. Employees often form friendships while going out to happy hours together, grabbing dinner or even traveling together. A majority of our time is spent at work, but we are also social beings. That aspect is removed when working virtually. The only chance to catch up is over Zoom. You need to recognize the values that make up your company culture and have systems in place where employees can recognize one another when they live up to their values. It’s important to also continue to hire people who further your culture and help you move it towards your ideal environment.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

Use a feedback model that works for the type of company and culture you have. There are many models available, including Cedar, Star and SPI. Both employees and managers will need training on how to give and receive constructive criticism. It’s difficult to provide feedback virtually because you lack the body language component of communication and can’t easily detect how it’s being received. I find that it’s best to be honest and upfront with your employees and ensure both sides recognize the limits to virtual communication. Check in and ask how it went afterwards to perceive each side’s perspective and discuss any challenges to better understand what you can do to improve the conversations.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

Email is not the place to give constructive feedback as you never know how it will be received. It’s common to misunderstand the tone of an email that isn’t clearly composed. It’s also easy to hide behind emails and relay whatever feedback they want because they aren’t facing the employee. It’s better to utilize the technology we have available today and set up a phone call or video conference to provide the most person-to-person experience possible. Understand the feedback model and attack the issues at hand, not the person.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic. Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

There are four stages of team formation: forming, storming, norming and performing. Forming is when people are just starting to work together, are making an effort to get to know each other and are positive and polite. The next stage, storming, is when team members start to push against the boundaries established in the previous stage, like when there is a conflict between members’ working styles. The team gradually moves into the norming stage when they begin to resolve their differences, appreciate each other’s strengths and respect authority. Team members are better acquainted and may begin socializing together. Finally, the performing stage is reached when the team achieves their goal without any arguments.

Ensure your team members understand what stage they are in and help them move onto the next stage. It’s alright to call out any discomfort and tell them it’s okay that it’s not perfect, using it to build morale around the fact that they are working together to get over this challenge. It can be more challenging when working remote, but easier if you set expectations that they are going through these stages virtually.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

Provide tools that remove the tactical work so they can focus on what really matters rather than mundane tasks. Find times to engage employees and use communication tools well, like chat, email and video conferences to communicate between employees. It’s okay to over communicate through these channels. Teams may feel as though there are more meetings than usual, but it’s necessary to get people plugged in. Set up one-on-ones with each team member to ask how they are doing not just with work, but also home life to see what you can do to better support them.

Virtual team building is also helpful, like virtual scavenger hunts or buying a team lunch so they can enjoy it together. There are a lot of available resources and assessments that help people learn about each other and how they approach work and teamwork. Since they’re not going into the office together, this helps discover their communication style and personality, and vice versa.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

Legalizing cannabis is the obvious first move. People are still being incarcerated and lives are being ruined over something natural, with evidence that it improves people’s quality of life. We need to get to a point where no one’s lives are negatively impacted by this plant.

Also, fair and equitable work environments would change the world. We are currently operating with a fraction of the intelligence available in the world by putting certain people in positions of leadership. The quicker we can achieve more diverse perspectives, especially within the leadership team, the sooner we will recognize the full potential of human intelligence.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

My favorite quote is “The one who endures until the end will be delivered.” I put this in my locker when I was playing football in college. I wasn’t surrounded by the best leaders, but by people who didn’t give me the feeling that they wanted me to succeed personally, just to perform. I had to find my own strength to do well because it was my goal. It reminded me every day of how hard it would be, but that I have the ability to get there and just have to endure the challenges that come my way. I ultimately became a scholarshipped division 1 athlete ranked top 20 in my division.

Life is challenging for everyone and we are all going through our own personal difficulties. All great things work through a difficult time, but we must push our boundaries and endure that experience. We must step into uncomfortable situations to have an expanded consciousness.

Thank you for these great insights!


Keegan Peterson of Würk: Five Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Matt Martin of Clockwise: 5 Things You Need To Know To Successfully Manage a Remote Team

Every calendar needs long blocks of uninterrupted time for heads-down, focused work. Proactively setting aside time for deeply focused, proactive work prevents you from saying yes to too many reactive requests from others. Set aside at 15–20 minutes at the start of your week to proactively plan what you want to accomplish before the end of the week and 15–20 minutes at the end of each week to journal what you accomplished and what got in your way. In the first sit-down, write down what you want and need to accomplish.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Matt Martin, Co-Founder and CEO of Clockwise.

Matt Martin co-founded Clockwise along with Mike Grinolds and Gary Lerhaupt in 2016. The intelligent calendar assistant frees up your time so you can focus on what matters. It uses AI to understand your work and life commitments and automatically organize your calendar to help you focus on your priorities.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

In elementary school I made hyper card stacks with Mac 2s. I loved the possibility of the computer. In school I developed an affinity for history and desire to impact systems at the highest level. Then going to law school and starting in Big Law, where you measure your time by six-minute increments, gave me an appreciation for the preciousness of time.

So, I left law and pursued a career in software engineering in San Francisco. This brought me to several companies, the most impactful of which was RelateIQ. That’s where I met my Clockwise co-founders.

We shared, and continue to share, a common goal: Giving our users more time for focused work, family, and friends. More time that matters to you.

Can you share the most interesting story that happened to you since you started your career?

Shortly after RelateIQ (the startup I was at before I started Clockwise) was acquired by Salesforce, Marc Benioff came down to our office in Palo Alto to attend our quarterly Hack Day. Our offices were in the basement below West Elm on University Avenue. So, first thing, you have to imagine Marc Benioff squeezing into this subterranean startup office and taking roost on a bench at one of the picnic tables in our lunch area — he’s a larger than life character.

As was a personal Hack Day tradition, I presented my demo in character, and this time I had chosen Steve Jobs. Of course, I had no idea when I prepped this that Marc would be there, but every day is a new adventure! So, I was up on stage in a black mock turtleneck presenting God knows what, and here was Marc Benioff questioning me as Steve Jobs (who he knew quite well). It was absolutely surreal and all I remember is him telling me afterwards that I wasn’t quite as good as the real thing, but close. That’s high praise in my book!

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

I used to really overthink investor communications. I would ask colleagues to vet drafts of an email to inbound and existing investors. In retrospect, that sounds hilariously overwrought. And it was. It got in the way multiple times because it would delay timelines. Asking three or four people to vet one email draft means it takes three to four cycles to actually send the email. That’s not effective. But it comes from this insecurity and this impostor syndrome around being the leader of the company and wanting to maintain that outward appearance. And once I became comfortable with who I am and my tone of communication I realized that I am more than perfectly capable of emailing investors and giving them responses.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

I think the first lesson is just being comfortable in your own shoes. There’s just this innate impostor syndrome around not having credibility to lead the team. You start the company with a set of people that you know and have worked with before. But starting a company doesn’t change who you are. The expectation that it should do so is one that’s completely self-created — I think that most people who start on any endeavor create an expectation around, “I should be a leader now. I should be more commanding. I should act more like a leader.”

You compare yourself to leaders you’ve worked with, and that’s just not you. No leader you’ve experienced before is going to lead in the same way that you lead. It was a journey for me to get more comfortable in my shoes. I can’t say that I’m fully there yet. But, the self-acknowledgement that you’re going to lead differently than anybody else, and that’s okay, has been huge. You’ve got to find what works for you and meld that with what works for the company.

Find the ability to separate the short-term wins and losses and long-term wins and losses. If you spend too many emotional cycles down in the nitty gritty you’re just going to wear yourself thin. It gets even more complicated when you attach that emotional connection to it. I think that’s the biggest thing.

Another thing is, you need to make space to feel healthy. If the way you feel healthy is by taking a walk through nature, or by going to the gym and pumping out reps on a cardio machine, or if it’s going for a run or a bike ride, or if it’s just taking a walk and listening to a podcast, physical health, and giving yourself the space to pay attention to that, is really critical. And pay close attention to sleep. The number of people I see give up the long game because they wanna win the short game by not sleeping as much… you’ve got to find your threshold of how much sleep you need and live by it.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

This is the first time.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each? Based on your experience, what can one do to address or redress each of those challenges?

A No Meeting Day can improve focus and productivity

Companies from Shopify to Facebook to Asana have embraced the “No Meeting Day.” Setting aside one day per week to focus on heads-down work without being interrupted by meetings can increase productivity and reduce stress.

Eight hours of uninterrupted Focus Time means less context switching. Context switching is deadly for focus and productivity. When you switch tasks, part of your brain is still thinking about the previous task. It takes some time for those thoughts to quiet down so you can concentrate fully on the task at hand. In the meantime, your performance suffers. Researchers call this “attention residue.” It takes 25 minutes and 26 seconds on average to get back to the level of efficiency you were at before an interruption. This means task shifting, even briefly, can cost as much as 40% of your productive time. Harvard Business Review found that context switching cost one large software company more than 450 hours per year, per manager.

The other big benefit to a No Meeting Day is that it can help cut down on the number of meetings. The average worker attends 62 meetings per month and considers half of those meetings a waste of time.

Heads-down work time really needs to be scheduled

Every calendar needs long blocks of uninterrupted time for heads-down, focused work. Proactively setting aside time for deeply focused, proactive work prevents you from saying yes to too many reactive requests from others.

Set aside at 15–20 minutes at the start of your week to proactively plan what you want to accomplish before the end of the week and 15–20 minutes at the end of each week to journal what you accomplished and what got in your way. In the first sit-down, write down what you want and need to accomplish.

People who write down a specific place, date, and time for a task are more likely to complete it than those who just think about it. You don’t need to think of every possible task. Just pull together a list of everything you might want to do in the next week.

Then prioritize that list. You could use the Eisenhower Method, for example. You can also look at your annual goals and ask yourself what tasks would help you achieve them.

Once you have your prioritized list of tasks, estimate how much time each task will require. If the task will take more than one session, try breaking it into micro-tasks. Or, decide how long you’d like to spend on each session and how many sessions it will take.

Avoid the Planning Fallacy by doubling or tripling your initial estimates. It’s much more fun to finish a task early and take a break or get started on the next task than it is to have to push everything out.

Last, create calendar events and name them after the task you want to accomplish during that time. Creating calendar events with start and stop times for each task helps you battle perfectionism by deciding ahead of time when you need to wrap up a project. Putting your tasks on your calendar forces you to reckon with the finitude of time. Every block is a zero-sum game, which makes it easier to say “no” to lower value commitments. Plus, scheduling your tasks on your calendar means your colleagues won’t schedule over them.

Your workers need mental health resources

COVID-19 is taking a massive toll on workers’ mental health, with 86% of Americans worried about Coronavirus. Workers are busier than ever, especially working mothers. In an April study, 67% of workers reported higher stress, 57% greater anxiety, and 53% more emotional exhaustion. Other studies show higher rates of depression, PTSD, domestic violence, and substance abuse. For 69% of employees in one survey this is the most stressful time of their career while 88% experienced moderate to extreme stress over the past four to six weeks.

It’s heartening to see that over the past two months many companies have deepened and broadened their mental health and well-being benefits. In fact, just over half of employers in one survey said they’d recently introduced new or improved existing emotional and mental health programs.

Benefits you could offer for free or at a large discount:

  • Online counseling sessions
  • Online meditation classes
  • Meditation apps
  • Mental health apps
  • Remote fitness/yoga classes
  • Coping and stress management virtual classes
  • Well-being coaching sessions
  • Monthly stipend for mental or physical health

Providers include Sleepio, Wellbeats, Modern Health, Thriving Mind, Plum Village’s Zen Meditation app, and Daylight. Making resources available isn’t enough. According to one study, nearly half of workers haven’t heard from their companies about what’s on offer. Workers whose companies have told them are 60% more likely to agree with the statement that their company cares about their wellbeing.

Mental health events and check-ins keep morale high

In an April study, 75% of workers reported more social isolation since the pandemic started. Nearly a third of employees said they haven’t had any informal contact with their team while working remotely. And socially isolated workers are 19% more likely to say their mental health has declined recently.

Companies have an opportunity to create spaces to bring employees together for socialization.

At Clockwise we do Trivia every Tuesday to connect over something that isn’t work. We’ve also experimented with Drawful and other online games. Some companies are holding online events for employees’ kids as well. Whether it’s virtual happy hours or games, it’s important to get employees talking to each other and having fun regularly to boost morale and mental health.

Regular check-ins are also essential. Nearly 40% of workers say that no one at their company has asked them how they’re doing since the pandemic began. Not shockingly, these workers are 38% more likely to agree that their mental health has declined since they went remote.

And they shouldn’t just be about status updates and projects. They should also be about the worker and how they’re doing. And the person to reach out should be the manager, not HR.

In a Qualtrics survey, people listed HR last among those they’re willing to talk to about mental health concerns, after manager, peers, subordinates, and company executives. Employees with a manager who they say is bad at communicating are nearly a quarter more likely to see their mental health decline.

Workers may need mandatory PTO

Clockwise, along with other companies, is implementing mandatory PTO. Most workers are working more hours than ever, and with nowhere to go, they’re less likely than ever to want to take time off. But overwork leads to burnout and depression. Making the time off mandatory and companywide removes any pressure or incentive to work anyway and gives people some much needed rest while also sending a signal that long-term employee well-being is more important than short-term objectives.

We also use Clockwise Slack sync, which adds a symbol next to your teammates’ names in Slack to indicate whether they’re available, in Focus Time, or in a meeting. It’s great for OOO and after hours, especially if teammates are in different time zones.

If you’re out-of-office or otherwise unavailable, it will also automatically turn on Do Not Disturb. Clockwise for Slack will send you a daily forecast of your meetings to help you prepare for your day. And Clockwise will notify you via Slack when your meetings change.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

This is so incredibly difficult. First, it’s important to ground all feedback right now in compassion. We’re living through a very strange time and people have many personal circumstances they’re dealing with. So, anxieties can be high and are somewhat unpredictable. Second, to the extent possible, establish a regular cadence of check-ins. One-on-one check-ins are especially important right now and create the space for more casual conversations. I personally like to do these over phone instead of video — it gives both parties the opportunity to get out for a walk and removes the distractions on the computer. Keep in mind, however, that if you know you’ll need to give particularly difficult feedback, you’ll want to do that over video. You’ll be surprised how much you can pick up over voice, especially when it’s a good connection, but you are without body language, which can be critical in sensitive conversations. Third, be yourself, be vulnerable, and feel it out. This is tricky, but that doesn’t mean you have to develop a whole new language — the same niceties and small talk are still welcome here. And if you acknowledge of the weirdness of it all, it creates the space to work through it together.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

If it’s significant constructive feedback, try not to. It’s really not that difficult to at hop on a phone or video call, and it avoids the coldness of written communication alone. One tactic I (try to) use: write the feedback out and then try to put yourself in the shoes of the recipient; if it feels likely to generate a negative reaction, try to hop on a call.

Now, there’s still a time and place for feedback via email (or chat). Make the effort to give small points of written feedback (both constructive and positive!) regularly. Doing so creates the expectation that written feedback is normal and defuses the feeling that something is really wrong when that small piece of constructive feedback comes through. It’s helpful to (a) keep the feedback concise, (b) avoid generalizations, © ground the feedback in specific actions, (d) give specific examples of ways to improve, and (d) try to reorient away from “you” statements to statements about how the action impacts others (e.g, “I feel like you’re not considering my viewpoint when you cut me off in meetings” instead of “you always talk over other people). And remember the positive feedback! Keep the positive feedback separate from the constructive, when possible.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic. Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

Coronavirus wreaked havoc on workers’ calendars. Our data showed workers became busier, we worked longer hours, and we saw their calendars get more chaotic after our employers started mandating that we work from home. Specifically, we found that people are spending a lot more time in meetings — an extra 1–1.5 hours per week in team sync meetings, a 29% increase, and 24% more time in one-on-one meetings.

To take back control of your day and improve productivity, it’s a good idea to audit your calendar. Prioritize meetings that you need to attend, vs. those that can be canceled or pushed back. When needed, push back in a nice way to see if you’re truly needed. Learning how to better train your team and delegate, will open up more opportunities for your team to grow while giving you more tools on how to juggle expanding responsibilities.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

There are endless possibilities to bring your team closer together while working remotely. If your company culture was collaborative and fun spirited before the pandemic, then shifting activities that co-workers can do virtually will be less challenging.

There are several ways to build camaraderie while working apart, at Clockwise, we take pride in celebrating our employees and milestones reached. At the end of each week, we gather on Zoom for “demos,” where employees present their accomplishments of the week and if we reached a particular milestone, we’ll celebrate by wearing silly party supplies like hats or sunglasses.

We also host virtual weekly team lunches for co-workers to chat and catch up. We’ll break up into smaller groups to facilitate conversation and bring everyone together. It’s also important to get employees together off the clock to form bonds and boost morale. Consider organizing a virtual happy hour, game night or some other event that your team will enjoy.

In a remote environment, it’s more important than ever to check-in with your employees and normalize the new landscape as much as possible. For example, we continue to make welcome care packages for our new employees as part of the onboarding process and mail them to their home. Something as simple as this can go a long way to show the company values them.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger.

Well, there are movements of critical importance to society like that are far beyond my area of expertise. If I could inspire any movement at all, it might be to restore the importance of the scientific method, to see the corrosive flaws in our criminal justice system, to create a healthy space for fact based reporting, or to inspire everyone to embrace government’s role in capturing economic externalities. But, grounding this question to areas where I have some expertise with which to inspire…

I would love to inspire a movement that asks everyone to take back control of their time. To inspire people to question how you really want to spend your days, and empower them to make more informed, more considered choices around how to invest their most precious resource.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“This is water.” David Foster Wallace’s 2005 commencement speech is a piece I return to often. The speech, which you really should read in its entirety, is a critical, always relevant, reminder of the central importance of empathy and the very real choice we have in choosing how to engage in the world around us.

Thank you for these great insights!


Matt Martin of Clockwise: 5 Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Sarah Frankel of Stretto: 5 Things You Need To Know To Successfully Manage a Remote Team

Trusting: We don’t see our team and a random delay can send your mind spinning wondering if they are even working. The truth is, they might not be, at least not right then. The question isn’t “are they available this second,” it’s “are they getting their work done?” That is what is important right now. We are all dealing with a number of factors as we are trying to manage working from home, many of us without childcare or many of the luxuries and time savers we are used to have. Be sensitive to that and trust your team.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Sarah Frankel of Stretto.

With nearly 15 years of industry insight and professional-services know-how, Sarah brings substantive expertise to her role as Executive Director at Stretto where she creates and implements the business development strategy for the company’s corporate-restructuring services. Working with a roster of former turnaround professionals and subject-matter experts, Sarah outlines both individual and team client-acquisition plans with a focus on increasing Stretto’s chapter 11 market share. Drawing on her business acumen, she oversees the development of service and proposal materials that speak directly to the company’s capabilities to meet clients’ diverse restructuring needs and objectives. Clients and industry colleagues value Sarah for her insightful perspectives on market conditions impacting case administration and claims management. Sarah is also recognized for her keen ability to pair bankruptcy professionals together in dynamic social settings, facilitating business relationships and firm growth. She plays an active role in the corporate-restructuring community as a member of the TMA, ABI and IWIRC, previously serving in board positions for TMA NextGen, IWIRC and IWIRC NY. Sarah has been recognized as an Emerging Leader by M&A Advisor and was awarded the International Rising Star award by IWIRC.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

I grew up in Palm Springs, California, the youngest of three and the only girl. I spent my childhood in a Dodgers cap trying to keep up with the boys and dreaming of what life in the big city would look like! I went to college and started working in So Cal before convincing my then boss to let me up and move to NYC. This boss was my first mentor, the first professional to truly believe in me, and his “yes” launched me on my first real journey. This set the tone for a career driven by passion and mostly devoid of fear that has seen me climb from data entry to department head and led me to build and sell my own business. Having others believe in me along the way has always allowed me to believe in myself and continue to dream bigger and bigger. You can still catch me in my Dodgers cap, but it’s the boys that are trying to keep up with me now!

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

The list of funny mistakes is long, and continues to grow, but there is one that stands out in my mind. There were two men in my industry that look VERY similar. One, a strong professional in the middle-market and the other, basically “The Man.” “The Man” had never given me the time of day. At this point I had met him a dozen times and re-introduced myself to a blank stare every time. The “regular guy” had always been extremely kind and gracious to me. One night at an industry event I saw “The Man” as I walked into the room. He immediately waved and yelled “Sarah! Join us!” I had to look over my shoulder for the other Sarah because surely this wasn’t for me. Nonetheless, I let the moment balloon my ego and help me float right over to the conversation. I stayed with him and we held court the entire night. I never felt more powerful and in control of my career in my life. I was “The Woman,” I felt amazing and I acted with more confidence than usual, which is saying a lot because I’m not much of a wallflower to start with! Towards the end of the night, someone came up to our cool kid circle and introduced themselves. “The Man” then turned and introduced himself. I stopped in my tracks. This was not “The Man” acting out of the norm by being kind to me, this was the “regular guy” who had always been kind to me. I thought I was kicking it with Leo at the Oscars, but I was with his friendly stunt double at a viewing party instead. Nonetheless, this was a beautiful lesson in “Fake it till you make it!”, even though I didn’t realize I was faking it. The “regular guy” remains one of my favorite people in the industry and while he might not elevate me the way my previous placebo interaction did, he is kind and gracious and gives me the confidence to be myself, which is even better.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

Plan breaks for yourself and your team so you (and they) hit pause before folks reach their breaking points. There are a million ways to do this functionally, but make it a priority — it encourages team support and allows for the best of your team to emerge.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

From the earliest days of my career, I’ve worked with and managed teams based in various locations. The challenge now is that none of them are in offices, so simple logistical challenges have to be overcome through process and not ad-hoc reactive thinking. Further, because we are client-facing and entertaining is our main source of interaction, we were forced to pivot completely, which presents both challenges and some interesting new opportunities. To that end, we have a full year of virtual events planned, something we would have never considered before. While it was daunting at first, we are now loving the new landscape it offers and are running full speed ahead.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

  • Whiteboard Meetings: I love a good whiteboard meeting! I’m a visual thinker and communicate with and organize my team best when we can map out a vision and build it on a whiteboard. I miss that. My favorite meeting each quarter is a marathon whiteboard session with my events team. We now try and manage with shared screens and design programs we haven’t used in the past. I often just sketch what I’m thinking and send a picture to the team. It is exposing us to technology and resources we wouldn’t have found in the past, which is great, but I do miss my whiteboards!
  • Trusting: We don’t see our team and a random delay can send your mind spinning wondering if they are even working. The truth is, they might not be, at least not right then. The question isn’t “are they available this second,” it’s “are they getting their work done?” That is what is important right now. We are all dealing with a number of factors as we are trying to manage working from home, many of us without childcare or many of the luxuries and time savers we are used to have. Be sensitive to that and trust your team.
  • Time Zones: Quarantine has provided a few silver linings, one of which is that working remotely could really mean anywhere. Some folks have taken advantage of that and relocated their families, sometimes numerous time zones away. Be aware of where folks are and try and find times that are reasonable to all.
  • Soft Touches: We have lost our water cooler chats. Our walk by the office and notice the balloons to remind us it’s your birthday moments. Our soft touches. Try not to be all business on your calls. Seek out some human moments with your team. In a world of non-stop video and virtual meetings, it’s still okay to just call and say hi.
  • Boundaries: One of the biggest dangers of working from home is the non-existent line between work and home. No one really stops working at 5 anymore, but in these times we find ourselves working at midnight. Worse, we work and live in the same space and blur the lines ourselves. Encourage your team to set boundaries and “turn off” when they need to. That doesn’t have to mean they are “off” at 7, but they should have dinner with their family, or spend an afternoon in the yard with their children. Let them pick what is important to them, let them disappear then and cover them during that time.

Based on your experience, what can one do to address or redress each of those challenges?

Answers folded into previous question.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

I always like to think bigger picture when I’m giving feedback. Is this a trend or a one-off mistake? Don’t criticize when angry. Unless something requires you to stem the bleeding, sleep on it. You want criticism to be constructive and productive, not reactive and demeaning. Always remind them you are on their team and offer solutions to improve. When you are ready to discuss, call. Don’t email. Too much gets lost on email.

One of my team members recently did something that wasn’t awful, but unfortunately could have had some pretty significant consequences for them and the firm. I had to talk to them about how we could have handled the situation better, but that we were on the same team and prepared to solve it. They were really down on themselves for the misstep and in those cases, further criticism has no value, they just need support. We kept it at a simple conversation, I left them alone for the day, and that afternoon had some beer and chips delivered to their house with a note from the team saying, “we have your back.”

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

The best thing I can say is to just not do it. Always call instead. Make the goal of the call not to punish, but to discuss and problem-solve. If it needs to be memorialized for any reason, follow it up with an email that can take a more positive tone of “Thank you for discussing X with me, I think we have some good solutions to help prevent this from happening again.” And then recap those solutions.

I realize that is a clean answer for ideal situations. If something is so egregious that it isn’t about problem solving, but just course correction, be direct, be clear, be organized and remove all emotion. Regardless, try and remember you are still a team and be supportive to the extent possible.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic. Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

Planning and organization is more important than ever. Leadership needs to have clear goals and a plan in place with benchmarks to meet those goals. Zoom fatigue is real, and most professionals have a number of meetings with folks outside their own team. You can’t have daily marathon zoom meetings to ensure you are all on the same page. Have a clear plan, set clear expectations and deadlines and utilize technology when possible to help folks stay organized and on the same page.

One silver lining of the pandemic is that it has forced us to plan further out than we ever had before. With so much uncertainty and new logistical challenges, you need to take action earlier than usual to allow for the unknown.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

This is a tricky question right now. In a normal remote working situation I would emphasize a need to make sure communication stays strong and no one feels out of the loop. But in the COVID working environment we are all dealing with so much more. From “simple” things like working from home with two working parents while all of a sudden taking-on a full-time care giver and/or teacher role to the more serious and very real mental health concerns, there is so much more to our “new normal” than a traditional remote working situation.

Being there for your team is important. Asking “how are you doing” at the start of all calls is simple, but extremely important. Ask and listen. Allow time for this. My husband finishes all calls with his team with “what can I do for you?” I absolutely love this. It is a simple question but such a grounding way to wrap things up.

We have also shifted to more “small team” projects than we previously had done. Business Development folks, by design, are often out in the field on their own. Everyone working remotely, and not traveling, has given us a new opportunity to get new initiatives off the ground and to have them be run by folks that wouldn’t normally have the time. It is empowering and engaging and exciting to see what people can do outside their comfort zones.

I also like to keep things fun and insert challenges where I can. A little friendly competition is a great way to mix things up and build comradery. Simple challenges that we end up rewarding with desk trinkets or items to solve a new found remote working issue they have can be an inexpensive and really easy way to bring a smile to their face and help them feel connected.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

Keep perspective. Very few of us are curing cancer for a living. Remember what is important. Remember people are important and are doing the best they can — and if not, find out why. Be compassionate now more than ever.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“Beware the barrenness of a busy life.” Slow down and enjoy what you are doing. Set priorities and set boundaries. Know what is important to you and make time for it. I could lose myself in work 24 hours a day. I have an amazing team and the luxury of coming up with ideas that the experts around me can execute and thrive on. I love it! But I also have a daughter, a new baby on the way (I’m writing this from the hospital awaiting Little Bit now), and a husband that bring me incredible joy. I love my friends. I love baseball. I love my garden. I love to travel (you know, when that was still a thing). I need all these things in my life to have balance and happiness. That is not something to be ashamed of. It is something to embrace that will make you better at everything else!

Thank you for these great insights!


Sarah Frankel of Stretto: 5 Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Dr. Christian Gonzalez: 5 Things We Can Each Do Help Solve The Loneliness Epidemic

There might not be any existing Instagram pages for what you need, so create your own community. The beautiful thing is when you create with intent, you attract. So, for folks who want to build pillows, start your own blog, Instagram or Facebook. And then all you need is to meet 10 like-minded people and then you already have your sense of community. You can meet up with those people. It’s not only for the mental but it also addresses the physical.

As a part of my interview series about the ‘5 Things We Can Each Do Help Solve The Loneliness Epidemic’ I had the pleasure to interview Dr. Christian Gonzalez.

He is a Naturopathic Doctor who specializes in Integrative Oncology. Dr. Gonzalez completed a two-year residency position at the competitive Cancer Treatment Centers of America in Philadelphia, Pennsylvania. He’s also the podcast host of Heal Thy Self, a popular podcast about holistic healing that has nearly 1 million downloads per episode.

As an authority on non-toxic living, his viral “product reviews” on his Instagram have caught the attention of some of the most prominent health brands such as Oatly, whom he’s advised on creating more consumer-education and less chemically-based products.

Can you share your “backstory” with us? What was it that led you to your eventual career choice?

I was going to be a dentist, and during my time in dental school my mom was diagnosed with breast cancer. The diagnosis led me down a path of being exposed to the huge deficit in understanding nutrition and overall holistic care — inside out, head to toe, and multisystemic when it came to cancer. And I saw that they were making nutritional recommendations that were really poor, especially because I knew enough about nutrition to understand that calorically-dense doesn’t mean “not healthy”. So for me, that was a big problem and it planted the seed. I saw how irresponsible the recommendations by the oncologist and the nutritionist were.

I started giving my mom calorically-dense foods and then when I went back to school for the other semester, I was reading a book on the plane that my mom gave me about a natural detox diet. The author was an ND. I thought the ND was a mistake, and it should have been MD. Then I realized ND was actually a real thing. When I touched down that night, I researched naturopathic doctors and then I was like, holy moly like this is exactly aligned with me.

So, I dove in and I made calls to different schools immediately. I followed my intuition and that’s sort of how it started. When my mom passed, it was really the catalyst for me going into cancer, and dealing with death and chronic disease. It made me stronger to do that, because otherwise, I would have just not dealt with the heavy stuff.

Can you share the most interesting story that happened to you since you started your career?

One thing that sticks out is when I started exposing Boost and Ensure, just putting it out there how crappy this stuff is, how it’s making people sick in hospitals, and how they’re giving it to cancer patients. Then I got a DM from the lead nurse at a hospital in Canada. She said that the head of oncology got wind of that story, watched it several times, and began the first steps to get rid of Boost and Ensure from the hospital. That was incredible for me because it was really interesting to see the reach and the power that I can have. Just from something little that you’re doing for your audience — it can have a ripple effect.

Now, this hospital in Canada is not is not serving Boost or Ensure, and in essence, putting their patients in a better place to heal after surgery. Who knows what the effect could be if they got more holistic nutritionists and naturopathic doctors, but I think that was really interesting and something that’s always stuck out to me.

Can you share a story about the most humorous mistake you made when you were first starting? Can you tell us what lesson or take away you learned from that?

Now this one’s kind of a hard one because it’s difficult to gauge something that’s humorous in medicine because a mistake of medicine can be a problem. I’ve definitely made some goofy mistakes in the beginning of my podcast where I like slipped up a few times.

Are you working on any exciting new projects now? How do you think that will help people?

I’m a co-founder of an online store that is going to sell the highest quality products and consumer goods. It’s not just supplements but also beds, pillows, blankets and hopefully furniture at some point soon — basically everything that can go into a home or anything that’s related to health.

It’s also going to be huge because it’s basically goop meets Thrive Market, because it’s subscription based. It will help people because it gives them a massive opportunity to have access to the best quality of each category of supplements. For example, the best quality magnesium. There’s going to be a score that we will use to score every product on there. And if it’s not an A or B based on certain criteria, then it won’t be on there at all. Basically, it’s going to be the only store around that has the best of the best. I think it’s gonna be a massive opportunity because it’ll also have online courses, like how to stop smoking, top three things for weight loss, etc. We have a team of few doctors, a microbiologist, and big influencers from Instagram signing up.

Can you share with our readers a bit why you are an authority about the topic of the Loneliness Epidemic?

When it comes to the Loneliness Epidemic, I think my angle may be a little bit different in two ways: I’ve seen the loneliness epidemic manifest in cancer patients, some of the worst outcomes come to those who were lonely. Loneliness is major because you don’t have a sense of “tribe” or community. It’s a known risk factor stronger than obesity, stronger than smoking. So, loneliness is massive when it comes to overall health outcomes. I’ve seen it when I was in my residency. I’d have people come in with no caregiver, and I just noticed a pattern that these patients didn’t do well with their symptoms. You always need a confidant, you need support, you need to feel supported — that concept of tribe and community is major. In how I avoided loneliness, the mental & emotional part of it and how things I needed to work on would come to the surface, that’s the whole personal side of it.

According to this story in Forbes, loneliness is becoming an increasing health threat not just in the US , but across the world. Can you articulate for our readers 3 reasons why being lonely and isolated can harm one’s health?

I mentioned the importance of social relationships. Basically, they can help. And overall, they have an influence on health outcomes, so it’s not just a mental thing but it’s a physical thing as well. There was an article published in Science Magazine that showed that a lack of social connection is basically a greater detriment to health than obesity, lack of physical exercise, blood lipids, smoking, and high blood pressure. We also see it affects longevity. For about 30 years, we’ve known that folks with longer relationships, or more lasting and quality relationships, live longer than those who are isolated. There was a meta analysis in the Journal of Psychological Scientists back in 2010, where they reviewed 140 articles with close to over 309,000 participants. They analyze individuals’ mortality as a function of their social relationships, and they found that basically as I just mentioned, people with stronger social relationships had a 50% increased likelihood of survival and those were the weaker ones. And that was consistent across age, sex, health status and cause of death. So, it’s really important.

As I mentioned, the lack of social relationships increases your risk of death, and it’s comparable to well-established risk factors such as smoking and alcohol consumption, and actually exceeds the influence of other risk factors such as physical inactivity, and obesity. That’s incredible. There’s a few theories as to why. But really, we know that it can have a huge effect. We see that also with pain recovery, because the subjective experience of pain is more when they are lonely, versus when they are not. When they have a confidant, they feel connected and supported on a broader society level.

On a broader societal level, in which way is loneliness harming our communities and society?

You don’t have to look further than the Blue Zones, which have the highest number of the world’s healthiest people over 100. That’s in Greece, Okinawa, Japan, Loma Linda, California, Sardinia, Italy and Nicoya, Costa Rica. They have varying diets and varying amounts of exercise. But one thing that is consistent across every single Blue Zone, is that community, social support, social well-being, and connection. If you think about us psychologically and evolutionarily, we are social beings. We are predisposed to be part of a tribe. And the worst thing you can do to someone is ex-communicate them, which is what we do in jail. We isolate them and put them in solitary confinement. So it’s incredible to think that the healthiest people also have the strongest sense of community.

The irony of having a loneliness epidemic is glaring. We are living in a time where more people are connected to each other than ever before in history. Our technology has the power to connect billions of people in one network, in a way that was never possible. Yet despite this, so many people are lonely. Why is this? Can you share 3 of the main reasons why we are facing a loneliness epidemic today?

Here’s a few examples that I can pick up on:

Social media has been mentioned and that’s interesting because, in one sense, we have a sense of community because we can follow all these random pages. For example, I follow this page that’s all about basket weaving, and your sense of community is there, but it’s false because it has a ceiling. And you’re not going to truly interact, because DMing, or texting, never takes the place of the energy we exchange face-to-face. So the importance of that can’t be understated — what we have right now is a false sense of community, a virtual community. You feel that sense of community when there’s like-minded people all under one roof. That’s why people love going to concerts, because it’s like-minded people who share the same interest.

The second one I can think of is the lack of community when it comes to living in places that don’t have “centers”. Think about when you go to Europe, and everything is right there. When I was in Portugal, everything was outdoors, there was always music in the town square, etc. The town square was where everyone met, and we have that a little bit in New York where there’s performers on the subway, sometimes Union Square or Central Park. But we generally aren’t structured like that in America. So I think that even the way we approach community as Americans, is really falling short. When you walk the streets of Italy or Portugal, you see that the energy is very different and charming, and that’s because everyone is interacting, everyone is outside. The American sense is very go-go-go, thinking for yourself, doing for yourself. You may see it in smaller towns in America, but in big cities like LA, it’s hard to find your true community.

And then the third one is medicine. If you look back to New Year’s, “community” was on my top five things that we need to address this year. It holds true, and I think that not enough medical professionals are speaking about it. If we have the opportunity to do that, especially with the knowledge that I just mentioned of how important social connection is to your physical health, I think there needs to be a massive intervention. This should be something that all medical professionals are talking about. Every one of my patients I asked, alright, what do you do, aside from your family? Do you have a community? Do you feel like you’re socially connected to these folks?

What are 5 things each of us can do to help solve the Loneliness Epidemic?

Here’s five things we can do to solve the Loneliness Epidemic:

  1. In general, find your passion. Figure out what it is that brings light and fire to your life. But really start looking for that small community — start with virtual to make friends, attend meetups, etc.
  2. Set up dinners. So instead of going out to eat twice a week with different people, have a big dinner. Those are important because for me, I’ll have these dinners and sometimes we don’t even talk about wellness, we just connect. We just want to connect and feel like we’re vibing. Even if someone’s talking about something random, we could still vibe because it’s a passion that’s overriding.
  3. Go to your neighbor’s house. Go talk to them and see how open they are about building a community in your own neighborhood. When I lived in New Jersey, I didn’t even know my neighbor. Get out of your comfort zone, go next door to say hey, and offer them something. And I think that’s something really powerful we can do to help foster community, just every day in our own neighborhood, and they don’t even have to be like-minded people.
  4. If you can’t meet up with your neighbor, then go to a centralized part of your town. For example, if you have a dog, go to a dog park. That’s the best way to go. When I went to PA school for a little bit, I would take my dog to the dog park, and then I’d meet so many new people because by default, you already have a common interest — dogs. So having that common interest opens up a safe space for folks to talk about other things, like what part of town they live in, or what’s their favorite restaurant. It’s hard for people who are super introverted, or don’t like being out of their comfort zone. But these are times that we can really make a massive shift.
  5. Lastly, it might be hard to find your community. There might not be any existing Instagram pages for what you need, so create your own community. The beautiful thing is when you create with intent, you attract. So, for folks who want to build pillows, start your own blog, Instagram or Facebook. And then all you need is to meet 10 like-minded people and then you already have your sense of community. You can meet up with those people. It’s not only for the mental but it also addresses the physical.

If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be?

You can definitely inspire a movement, and you never know what an idea can trigger. What we’re doing is a “swell” score, which is a “science of wellness” score, and that can do a lot of good for people because now they have access to really good quality information. They don’t have to do the research, or be at risk of buying something on Amazon that doesn’t serve them. So really it’s all about empowering people, and it’s aligned exactly with the message on the podcast, which is informed consent and empowerment.

Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why?

Oh my god, Jim Carrey. I would love to sit down and just listen to everything. I’m such a talker so he would be the one person that could shut me up. I could absolutely listen to his perspective on life, spirituality and reality, his own struggles in ascension, and what he thinks about ego and spirit — that would be really amazing to have a conversation with him.

How can our readers follow you on social media?

@doctor.g_ on Instagram and my podcast is Heal Thy Self available for listening on iTunes, Spotify, YouTube, and Google Play here.


Dr. Christian Gonzalez: 5 Things We Can Each Do Help Solve The Loneliness Epidemic was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

The Future Is Now: “Pushing The Limits Of What An AI Assistant Can Help With” With Saideep Gupta of

The Future Is Now: “Pushing The Limits Of What An AI Assistant Can Help With” With Saideep Gupta of Wing

Imagine being able to say, “hey Wing can you walk my dog and make sure the dry cleaning is picked up and schedule a meeting with the dentist for tomorrow and maybe also order a cake for dad’s birthday” — and voila — consider it done. Wing is really pushing the limits of what’s achievable and stepping into this new era of automation. Imagine what this can do for our differently abled friends, for our senior citizens, for working moms and dads, for the nurses and the doctors during this crisis, and for the millions others who need help, somebody that can just take some things off their plate. Well now — they have Wing.

As a part of our series about cutting edge technological breakthroughs, I had the pleasure of interviewing Saideep Gupta, CTO at Wing.

Saideep is a technology enthusiast, ambitious entrepreneur. and a passionate leader. As Wing’s CTO, it is his responsibility to lead the company forward with cutting edge technology and innovative solutions to add more value for Wing’s customers. Saideep and his team are at the forefront of AI revolution, always striving themselves to be better than ever before

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

Ever since I was a young kid, I have always been really fascinated with creating. I absolutely love to create and innovate, to use my technology to make the world a better place, and to find solutions that would usually be termed as crazy. Started coding when I was like 10 years old, very early trying to find simple and easy ways to learn and teach myself. I originally hail from India and grew up in a normal home with limited access to technology. I remember going to the computer store near my house and spend hours, just trying to use the internet, something that was new and emerging at the time, that nobody understood exactly, but everybody wanted to be on it. There was just this crazy drive to know it all, to click every possible link on google (trust me that list of links was shorter back then :D). My parents were amazed by this passion of mine and supported it with an unstoppable force. Their energy to push forward still drives me. And finally the day came — I woke up to see my dad standing next to a new computer. MY NEW COMPUTER. It was this huge and heavy box with wires going in and out of it and a million other things connected to it — would probably find it down the road at Silicon Valley Computer Museum :D. But yes. The computer was here and I was, unsurprisingly, jumping.

I think this one project of mine was the game changer — the sense of satisfaction was unreal. I must have been 13 or so. There was a major problem and I just had to find the solution. So problem — our water tank for the house would overflow every day as there was no way of knowing when it was full and cutting off the water pump. Can’t forget my mom’s face worried every day about how full the tank was. So I decided to do something about it. All I needed was 1 motion senser, 1 small bell, and 1 cheap arduino board (and definitely the box of a computer to write code on). Some 12 hours and 100 lines of code later — I had a solution — my mom would now get alerted by the bell ring which would get activated as soon as the water touched the motion sensor placed an inch from the mouth of the tank. Such a trivial solution to such a painpoint. By this point — I think my parents had seen me do everything from making them play the weird games I would code, or having them drive me to a hackathon 3 hours away, or even taking the computer apart and putting it back together. There was no turning back from that point on. So I think the water-tank-overflowing-sensor-ringing project is definitely at the top of my hall of fame :D.

Can you share the most interesting story that happened to you since you began your career?

Oh it’s interesting stories after interesting stories. Trust me, running a startup is a rollercoaster where you dont know whether the next move is up or down — you just go with the flow screaming with excitement and holding on :D. There’s definitely the occasional story of not knowing that we have a scheduled demo in the morning with a billion dollar fund and then spending the night putting the demo together — killing it always :D. But I think the most interesting story, for me atleast, would have to be from the early days of Wing, back at UC Irvine when Wing was just a baby. The big launch was coming up, we were in the deep end of development, working 80 hour weeks, while creating buzz around Wing. I remember in order to sustain our tech costs and marketing expenses, my co-founders and I would buy a bunch of cheap Costco pizza and sell it outside the bars down in Newport Beach — people coming out would be willing to pay upwards of $5 for a slice :D. I think looking back to that and seeing how far we have come — that’s what makes it really interesting for me.

Can you tell us about the “Bleeding edge” technological breakthroughs that you are working on? How do you think that will help people?

My goal is simple — I want Wing to be able to leverage our highly advanced and skilled Hybrid Intelligence concepts powered by proprietary technology and be able to solve the toughest of problems, to allow us to be free of the boring and tedious tasks in life, and to spend time with the ones that matter most to us — our family and friends. We have gone to great lengths in order to ensure that everything we do at Wing is to enhance our customers’ lives and to add value at every step of the way. My teams are working towards further perfecting our systems thereby increasing our AI’s success rate — which could really open up the world at our fingertips. Imagine being able to say, “hey Wing can you walk my dog and make sure the dry cleaning is picked up and schedule a meeting with the dentist for tomorrow and maybe also order a cake for dad’s birthday” — and voila — consider it done. Wing is really pushing the limits of what’s achievable and stepping into this new era of automation. Imagine what this can do for our differently abled friends, for our senior citizens, for working moms and dads, for the nurses and the doctors during this crisis, and for the millions others who need help, somebody that can just take some things off their plate. Well now — they have Wing.

How do you think this might change the world?

Every tech entrepreneur likes to say that they want to change the world and that their tech will change the world. I guess at Wing, our ideology is more oriented towards maybe not so much as changing the world but rather more towards changing the way the world works. We still anticipate all the billions of things continuing to happen as is — you are still going to want to get dry cleaning and the dry cleaning shop is still going to do the dry cleaning, your cat will still need her food and the grocery store is still going to sell that food, and yes — you will still have your birthdays and anniversaries and will still visit your favorite places to celebrate — things are as is, but what we want to do is change the interactions and the processes of doing things. Rather than collecting all your dry cleaning from throughout the house, bagging it up, taking it down the stairs, stuffing it into your car, driving to the dry cleaner through a 30 minute bumper to bumper, maybe have to get gas on the way, and then arguing with the shop over rates and pickup date (oh and repeating most of this again when you have to go pick it up), why not just ask your friendly assistant 😀 “Hey Wing can you drop off the dry cleaning at the usual place and have it picked up? I need it before the end of the week”. Trust me — its that simple. And this simplicity is I think what makes it so interesting.

Keeping “Black Mirror” in mind can you see any potential drawbacks about this technology that people should think more deeply about?

Trust me, there is nothing terminatory in this technology. I think over the years, Hollywood has thrown such wild and vivid imaginary about this alter universe where AI has taken over the world, robbing us of the opportunity to see what it can do for us, the kind of wide scale benefits it can bring. I understand the concerns that all of us have, but I can assure you as a tech professional — we have designed and developed our technology from day 1 as a secure vault, investing numerous hours of engineering time to ensure safety of our customers’ identities and privacy of their data. Wing olds itself to the highest standard of security and as such we use the latest in-class technologies like Google Cloud’s Secret Manager to store user information (using banking level encryption) and Stripe enabling us to securely make purchases without exposing user payment data. Checkout our YouTube channel or even the website, we have a 10 minute long video explaining more things 😀

Was there a “tipping point” that led you to this breakthrough? Can you tell us that story?

Theres always that tipping point, that one moment when you feel it from within, like the entire universe is telling you to do it, like this is everything that you were working towards but did not know what it was — until now. We had that too. This goes back to our freshman year at UC Irvine. Karan and Martin, my two other co-founders, were roommates and I used to live across from them. We were all hanging in their dorm room this one silly night at like 2am when Martin realized that his parents were going to drop by in the morning. And the room was, for lack of a better word, trashed. Oh we were so worried. And hungry. We just wanted someone to get us some Jack in the box from across the campus. Oh, and clean the room too. We tried looking online for cleaners but no help. We even tried posting on our residential hall facebook group offering $20 for cleaning help but to no avail. Oh, and still no food. This was a problem, one which we couldnt find a solution to. We even saw something interesting — our “Cleaning Help; $20” facebook post got a lot of comments — but not of people offering help but +1ing it as they wanted cleaning help as well. We began thinking — how many others wanted cleaning help, or food delivery, or a car wash, or homework help, or dry-cleaning pickup, or the tons and tons of other chores we all take on everyday. We were just a bunch of young kids with a desire to help I guess. That was where Wing was born — the tipping point of everything.

What do you need to lead this technology to widespread adoption?

That’s a very interesting question — something my team and I try to answer everyday. I would say its not a single entity or a 1-D model but rather a system of components that all work together to allow adoption. Wing works very hard to ensure the highest levels of quality service through next generation proprietary tech that has been battle tested. Wing’s business model is setup from a customer-first perspective — we rely heavily on our trusted partners (which also go through a rigorous onboarding process as well as internal rating algorithms) to render services to our customers. A hurdle that we at Wing are actively chopping away at is having qualified partnerships for our list of 100+ services in every corner of the country, and then eventually the world. As far as what can help enable adoption easy? Customer education. Most of us out there have never experienced having somebody always there to help, having someone who can take things off your plate, having an actual assistant. As a result — we are very used to doing everything by ourselves, without asking for help. But this is exactly what we eliminate through Wing. You now have this superhuman assistant with all kinds of superpowers to help you within the palm of your hand. Need groceries? check. Need to renew your car registration? check. Need to make a reservation? check. Need to cancel a reservation? check. Need your dog walked? check. I can keep going on and on. But this right here. What I am doing right now is exactly what we need for widespread adoption — for people to realize the potential we are offering at just $10 a month (or $20 a month for the plus plan) to have a personal assistant (which would otherwise cost thousands of dollars) to get anything done.

What have you been doing to publicize this idea? Have you been using any innovative marketing strategies?

Definitely. My marketing team is working round the clock — writing and pushing out articles on a whole list of topics to public forums as well in-house publicly-viewable blogs, increasing our social media presence on all platforms including instagram and tiktok, as well as coming up with new and innovative ideas for ad series that can be features on platforms like YouTube. I have in-house creative teams whose full-time job is to create more and more videos that allow us to educate our customers while presenting the value proposition in an entertaining way. We just created another great piece on one of our newer product offerings — Wing for Business. You can check it out on getwingapp.com/forbusiness and click to play video. We are also doing alot of various different marketing campaigns including digital billboards, google ads, facebook ads, and a whole series around user testimonials and how Wing has been instrumental in helping them get through these past few months. We have also been receiving alot of media attention — Wing was just recently written about in Forbes as well as Business Insider. I just recently got published as well in TechPanda as well as StartupBeat magazine. So I would say we are definitely making a splash and seeing traction as well.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

Couldnt agree more. I have always believed in the fact that my success has never been of my alone — but of all the people who have helped mold me into the leader that I am today, both personally and professionally. However, the most impactful person, or rather group, has been my family. Their support is the fuel to my fire. Their faith in my success has been nothing short of a blessing. Over the years, we have seen lots of ups and downs — trust me — running a startup is not easy :D. But they are always there to lift me back up during the lows, pumping me with the belief that success is right around the corner, and also always there to support and celebrate my wins. Their unending faith in me drives me. It always has. Oh, and it fills me with happiness when I see them actually using Wing. I built something to make their lives better :D.

How have you used your success to bring goodness to the world?

My culture we believe in goodwill, in the act of karma, and of giving. When COVID hit, Wing was one of the first tech companies to respond. We immediately launched a platform, “Wing in Crisis”, that was solely geared towards providing assistance to not only our users but to anyone visiting the platform, without any associated fees, by letting people post their needs and then our AI systems working to connect them to those goods and services. We had testimonials coming in calling us a “savior” as well as “essential”. I remember I myself was deep into the trenches. My engineering team and I spent 48 hours of nonstop development to code, test, deploy, and promote the entire product. We also geared our customer apps to offer COVID support including providing directions and information for the nearest relief center, sending supplies to your loved ones, arranging masks and other PPE items for yourself, as well as partnering with Postmates to offer fast and easy delivery of food and grocery. We also had our corporate partnership teams starting to look for more ways where we can be of support. And we found the answer. The frontline healthcare workers, the doctors and the nurses, were the ones under heavy fire and pressure during this time, risking their lives everyday to help the rest of us in need, and we wanted to help. Wing partnered with Kaiser Permanente as well as John Muir Medical Group to offer Wing absolutely free to all their staff. That was magical to see how much pain Wing could ease in these times.

What are your “5 Things I Wish Someone Told Me Before I Started” and why. (Please share a story or example for each.)

  1. I wish someone told me that “its not going to be easy” to chase your dreams, to actually become the next big thing in tech, and to achieve success. We are all so deeply invested in looking at the success that we never think about the grunt work and the long nights that go into achieving that success. There are days when you wont get to have a meal for 20 hours at a go cause of back to back meetings, when you would just lose a contract and the world seems to be crumbling down, and when it would seem as if all efforts are futile. You have to keep pushing forward and focus on the next day.
  2. I wish someone told me that “leading is tougher than it looks”. Being a leader at Wing, I have a lot of responsibilities on my shoulders, I have people who look to me for direction and mentorship, I have teams who are following a roadmap I have built, and I have stakeholders who have have entrusted their faith in me to lead the company forward. Part of being a good leader, as I have come to learn, involves not one but many functions — listening to your team’s concerns, creating an open work environment, trusting your team members that they are acting in the best interest of the company, trusting your gut as your decisions could impact the entire functioning of the company, and sometimes even acknowledging that you may not be right about something. Its fun 😀
  3. I wish someone told me that “team work makes the dream work”. At the end of the day, it is the team that has to stick together and make sure the trains keep moving forward. Running a company is not a one man show. People come together, form ideas, and that’s how you create a billion dollar company. As a founder it is important for me to make sure that the value of team work is something we set from the top down.
  4. I wish someone told me that “you have to focus on the big picture”. Running a startup and then leading it to become the next unicorn (or decacorn) is not about “I got us here” but “we got here” — that’s what matters, and something that I have learnt is that you cannot only focus on the small things. Celebrate the small wins definitely but dont make it an issue about who gets credit for that small win. That is the single most deteriorating thing to success. Everybody deserves to get their moment — if they have worked hard for something, then I make it my personal duty to make sure they get rewarded for it.
  5. And last, I wish someone told me “to never get emotionally attached to a product”. We are running a business and part of it is developing products for others, not just for yourself. Something that may fit perfectly into your world may not fit into the broader’s group’s world. And being able to accept the truth and letting go of something that you may have been working on for days — that’s I think the hardest challenge for a developer. It is never an easy call to make, but as a leader, sometimes even the toughest and critical of decisions are on me to take. Everything we do at Wing is to add more value to our customer’s lives and to make their lives easier.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

That is a really excellent question. There’s definitely something that I have been wanting to do for a while, and have even kinda undertaken in the past — I want to enable younger kids — between middle and high school — to pursue “something” in tech. There’s a specific reason i use the word “something” — its because most kids who might even be very interested in learning more about or even passionate for tech but may not know where to start or what to do. I think as young professionals and leaders of tomorrow, we have the power to have the most impact on them. I think these young adults are able to connect really easily with lets say someone like me. Late last year, in pre corona times, Wing actually organized a hackathon where we opened ourselves to all high schoolers as well as freshmen to come try their luck at winning a Wing internship. The quality of work that we see pursued by ambitious ideas was really empowering. Most of my colleagues will tell you how excited I get when a teenager applies to Wing for an internship role. One of my current interns, really brilliant guy — hes currently a high schooler, buy you will be amazed at what all he’s worked on, pushed entire projects to finish, in the past couple months.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

Steve Jobs, one of the greatest of our times, somebody who I and millions others look upto, during his “Crazy Ones” speech said something that has stuck with me for years at this point. It was the tail end of his words, but the most impressionable ones — “the ones who are crazy enough to think they can change the world are the ones who do”. I dont know what it was about what he said, but it still fills me with a sense of drive. I think the reason may be that in my mind, I can picture myself as one of the “crazy ones” or as Jobs says, “the round pegs in the square holes, the ones who see things differently”. I am never the one to settle for the status quo, to accept things as is. I have always been a sucker for innovation and for bringing a change. Trust me, when we started Wing — it wasn’t all rainbows and stars (it still isnt :D) — we did meet with lots of criticism and push back — from investors, from friends, from professors, from colleagues, from incubators, from banks, even from strangers — things like “this wont work”, “can you really build this”, “why would this work”, “you will get crushed” etc etc. Earning people’s belief that what we are doing is not only going to work but actually become the next big thing was challenging, but it starts with believing in yourself. And I think those words really resonated with me. It was kind of like, “yeah you think I am crazy, wait till I change the world”. And here we are 😀

Some very well known VCs read this column. If you had 60 seconds to make a pitch to a VC, what would you say? He or she might just see this if we tag them 🙂

Imagine having a superhuman with you 24/7 to take things off your plate, to free you up of the mundane tasks, to have somebody always there that you can count on. Need groceries or food? done. Need your dog walked? done. Need someone to babysit the kids? done. Want someone to go wait in line for you at the apple store? done. You can literally get anything done with the tap of a button. We have had people ask us to book private jets, to buy homes, to get their parrot’s toenails cut, organize events, setup appointments, and anything else. Its like having thousands of specialized assistants jumbled into an app, powered by proprietary AI and technology of course. And for a fraction of the price — just $10 (or $20 for the plus plan) a month. If you are a wing user, you can access us through the mobile apps, through chrome extensions and the web, through slack, or even directly through text and phone. We launched February 7 on Product Hunt and were immediately crowned Number 1 globally — we had thousands of people visiting the websites and about 2500 requests flow through in the first 3 hours. Shortly after we became part of Berkeley Skydeck, one of the top accelerators in the country, and have been growing crazily ever since. We also recently just launched “Wing for Business”, a product geared towards small and medium sized businesses to help as an office assistant at only $1000 a month (⅕ of what you would have to pay someone to do these chores) and have already onboarded many paying businesses. There’s so much more to talk about. Just shoot me an email or a LinkedIn message, and I would be happy and excited (trust me I get very excited talking about Wing — I am sure you can tell) about chatting further.

How can our readers follow you on social media?

Linkedin is definitely the best way. Am always down for a fun chat as well. https://www.linkedin.com/in/saigupta/

Thank you so much for joining us. This was very inspirational.


The Future Is Now: “Pushing The Limits Of What An AI Assistant Can Help With” With Saideep Gupta of was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

The Future Is Now: “A Faster Way To Communicate With Emergency Dispatchers” With Steven Raucher of…

The Future Is Now: “A Faster Way To Communicate With Emergency Dispatchers” With Steven Raucher of RapidDeploy

RapidDeploy is on the forefront of technology innovation in 9–1–1 and public safety. “Bleeding edge” in public safety is not necessarily bleeding edge for other industries. Public safety is one of the final frontiers when it comes to digital transformation. We are helping public safety agencies digitally transform so that the communities they serve can interact with 9–1–1 in personalized ways. We are implementing text-from-911 and text-to-911; we enable language translation via SMS, so that non-native English speakers can easily communicate with dispatchers; we are working with industry leaders to tap into IoT data that lives in the cloud like weather, traffic, location, etc.; we have embedded intelligence into our analytics tools so that agencies can better predict staffing surges.

As a part of our series about cutting edge technological breakthroughs I had the pleasure of interviewing Steven Raucher.

Before co-founding RapidDeploy, Steven had a 20-year career in investment banking at SG Warburg, UBS, Credit Suisse, ICAP, and Sunrise Brokers. He started designing trading systems but then spent more than 12 years broking derivatives and emerging markets businesses. Steven was born in South Africa, but spent his career in both London and the U.S. He currently serves on the Board for the African Federation of Emergency Medicine.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

One of the most tragic moments of my life was also the biggest turning point — when I lost my brother in a horrific accident at sea. Ten years later, I decided to move my wife and three daughters from London back to Cape Town, where I had grown up, to reset my life. While investment banking afforded me a great lifestyle, this tragedy inspired me to pivot and focus on giving back. In Cape Town, I trained to become a Sea Rescue First Responder with the organization that had tried to save my brother. Inspired by the first responders that I worked with, I knew from that point on that I wanted to help those that serve on the front lines. Since then, I have been working to up-level public safety technology and use data and technology to give first responders better tools to do their jobs.

Can you share the most interesting story that happened to you since you began your career?

In August 2016, I met my business partner and RapidDeploy’s CTO, Brett Meyerowitz at a dinner party in Cape Town. We hit it off as soon as we realized that we were both volunteer first responders. Brett is a developer and systems architect and he’d been working on a cloud-based Emergency Response platform to help improve emergency response at the Agency he was volunteering at. He invited me to stop by and check out the work that he had been doing. The minute I saw it, I was hooked. We agreed on a deal a week later!

It’s incredible how one’s life can change on a decision to attend a dinner party.

Can you tell us about the “Bleeding edge” technological breakthroughs that you are working on? How do you think that will help people?

RapidDeploy is on the forefront of technology innovation in 9–1–1 and public safety. “Bleeding edge” in public safety is not necessarily bleeding edge for other industries. Public safety is one of the final frontiers when it comes to digital transformation. We are helping public safety agencies digitally transform so that the communities they serve can interact with 9–1–1 in personalized ways. We are implementing text-from-911 and text-to-911; we enable language translation via SMS, so that non-native English speakers can easily communicate with dispatchers; we are working with industry leaders to tap into IoT data that lives in the cloud like weather, traffic, location, etc.; we have embedded intelligence into our analytics tools so that agencies can better predict staffing surges.

How do you think this might change the world?

It’s pretty simple. There are 240 million 9–1–1 calls every year. Providing 9–1–1 telecommunicators and first responders with more real-time information and situational awareness will reduce overall response times and save more lives. On top of just innovation for the sake of innovation, building a cloud-native solution for 9–1–1 will truly democratize public safety. We believe that a life in Boone County, Arkansas is just as important as a life in Chicago. Every 9–1–1 agency, regardless of geography or budget, should have the ability to access the most innovative technology solutions.

Keeping “Black Mirror” in mind can you see any potential drawbacks about this technology that people should think more deeply about?

While frustrating that public safety is not further ahead when it comes to digital transformation, the good news is that the technologies that we are implementing have been tried and tested in other industries and we can learn from them.

Was there a “tipping point” that led you to this breakthrough? Can you tell us that story?

As a volunteer paramedic, Brett has been blown away by the lack of data and context that was provided by the telecommunicator to the first responders. He started to peel back the layers and realized that he could make a huge difference by providing better tools.

What do you need to lead this technology to widespread adoption?

While there are some early technology adopters in public safety, the industry overall is still evolving and transforming. Widespread adoption will ultimately be driven by industry leaders that are curious and agile, and open to calculated risk. Too many agencies are still not comfortable with the ‘cloud.’ We are seeing more openness; for example, RapidDeploy now has four statewide deals in the U.S. including California, Arizona, Kansas and Minnesota and we expect that momentum to continue.

What have you been doing to publicize this idea? Have you been using any innovative marketing strategies?

We are working to establish a new category within public safety technology. We believe that the only way for this industry to evolve will be through an open and collaborative ecosystem. We are establishing this ecosystem with big name partners like AT&T and Microsoft. We have some really exciting ecosystem announcements happening this Fall.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

In the early days of 2017–2018, we were bootstrapping the business with personal investments and a few customer contracts. We knew we had to raise money to scale the business, yet the typical Silicon Valley investors did not believe that a South African tech company could succeed in U.S GovTech. A friend of mine introduced me to Great Point Ventures and helped organize a face-to-face meeting with Ray Lane. Ray is a legend in Silicon Valley and has been the COO of Oracle and he is also an HP board member. I almost didn’t make it to that first meeting with Ray, because of an unexpected turn of weather and no available ride shares. In desperation, I offered $100 to anyone in the lobby to drive me to the meeting. Luckily a volunteer got me to the appointment just in time, because in that initial meeting, Ray immediately understood the industry problem that RapidDeploy was trying to solve and jumped in with both feet! He led our Series A investment and continues to serve on our board. There is no greater gift for a founder than a seasoned operator as a backer. He’s become a great friend and mentor.

How have you used your success to bring goodness to the world?

We are a purpose-driven company, so I see the impact of our work every day. We hear stories from agencies that now have better location accuracy, better situational awareness and lower response times. Our technology is lifesaving for the communities we serve. Additionally, cloud-based solutions mean that 9–1–1 agencies are more efficient and can repurpose dollars earmarked for legacy infrastructure to process improvements and staffing. I firmly believe we are using technology for good and are having a huge impact on citizen’s lives.

What are your “5 Things I Wish Someone Told Me Before I Started” and why. (Please share a story or example for each.)

  1. Anchor on the industry problem that you want to solve, not the possible solution. Staying focused on what we knew we wanted to fix, enabled us to better frame our Northstar and to become a more agile, curious and risk-taking organization.
  2. Protect your equity at all costs. Giving equity away to friends and family might be fun in the beginning but can cost you a considerable amount if you hit it out of the park.
  3. Get the best legal representation you can afford. If you pay peanuts, you get monkeys. We now have world-class counsel representing us and it has made a massive difference.
  4. Corporate structure is everything. Spend the time making sure your legal entity is properly set up, as this will save you huge headaches down the road.
  5. Hire slow and fire fast. In the beginning we were struggling to be viewed as a serious employer. As a result, we compromised on quality and culture fit. Now we take a different approach to make sure that there is a mutual fit with the employees we bring on, and that we build the most diverse team.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

Joining the National Sea Rescue Institute in South Africa (NSRI) as a volunteer first responder was a game-changer, not just for my career but for my life. I believe that everyone should carve out meaningful time to volunteer within their community. Personal growth drives professional development.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

Winston Churchill said, “We make a living by what we get. We make a life by what we give.” I have found that to be true. From 2000–2002 I rode a motorcycle from London to Australia, and the vast majority of this journey was through the poorer countries in Asia. I spent most of my nights in a different city in another stranger’s house, being fed by them. As I arrived back in the western world all this humanity disappeared. I learned that the less people have, the more they give. We need to remember that, and let that ground us, otherwise we will be swept up in our first world lives and risk losing our humanity.

Some very well-known VCs read this column. If you had 60 seconds to make a pitch to a VC, what would you say? He or she might just see this if we tag them 🙂

RapidDeploy is disrupting the way emergency services does business. Public Safety is the last enterprise vertical to move to the cloud, and we have built the dominant ecosystem, setting us up to be the category leader of public safety.

How can our readers follow you on social media?

https://www.linkedin.com/company/rapiddeploy/

https://www.linkedin.com/in/stevenraucher/


The Future Is Now: “A Faster Way To Communicate With Emergency Dispatchers” With Steven Raucher of… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

The Future Is Now: “Now You Can Buy Buy Fractional Shares of Alternative Assets” With Joe…

The Future Is Now: “Now You Can Buy Buy Fractional Shares of Alternative Assets” With Joe Mahavuthivanij of Mythic Markets

Alternative assets like rare and appreciating vintage comics, collectible cards, and fantasy art have been outperforming traditional asset classes like the market, gold, and real estate over the past 10+ years. However, due to their high-value and rarity, these assets have only been available to an elite select few.

We’re democratizing investment access to these beloved pop-culture artifacts, making it possible for the fans who love them to engage deeper into the fandoms they love.

As a part of our series about cutting edge technological breakthroughs, I had the pleasure of interviewing Joe Mahavuthivanij.

Joe is the co-founder & CEO of Mythic Markets, an investing platform that turns high-value, geeky assets like vintage comics, collectible cards, fantasy art, and e-sports teams, into stocks that almost anybody can buy.

Prior to co-founding Mythic Markets, Joe worked in venture capital, investing in fintech and enterprise SaaS startups,. He’s a serial entrepreneur across various industries, headed product and growth at startups of all stages, and was the host of the VentureForth podcast.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

I never went to business school, but I was always surrounded by business one way or another. My parents owned a string of small businesses, including a couple of restaurants and a video store. There were good times and times when we struggled…

I learned pretty quickly that trends don’t last, that you have to adapt and always keep an eye out for opportunities, sometimes you’ll win and sometimes you’ll lose. We thought we were flying high with the video store until Blockbuster came to town. Then Netflix happened. You just never know. All you can do is work hard and stay vigilant, and not take failures too personally.

I thought I was going to own a small business when I grew up, because that’s what I knew. I spent my formative years at the video store rewinding VHS tapes, then graduated to my version of a lemonade stand, selling booster packs of Magic cards on the schoolyard. Over 20 years later I’m still running my own business and playing the game!

Can you share the most interesting story that happened to you since you began your career?

In my very first job out of college, I worked in marketing at a mid-stage startup in the events industry. It was a poor fit and I was fired less than a year into the role. Shortly after, I joined a tiny, 7-person startup. The relationships and experiences from that one company would become the foundation for the rest of my career.

Can you tell us about the “Bleeding edge” technological breakthroughs that you are working on? How do you think that will help people?

Our investing platform leverages new regulatory rules (Regulation A+) to make it possible for fans to buy fractional shares in assets that were previously only available to high net worth investors. This is done through a legal structure that creates a mini company that owns each asset, is split into shares, and securitized. This structure provides a strong legal framework and corporate governance, protecting shareholders from fraud and disputes with other investors.

How do you think this might change the world?

Alternative assets like rare and appreciating vintage comics, collectible cards, and fantasy art have been outperforming traditional asset classes like the market, gold, and real estate over the past 10+ years. However, due to their high-value and rarity, these assets have only been available to an elite select few.

We’re democratizing investment access to these beloved pop-culture artifacts, making it possible for the fans who love them to engage deeper into the fandoms they love.

Keeping “Black Mirror” in mind can you see any potential drawbacks about this technology that people should think more deeply about?

In a completely dystopian world where everything is publicly owned and traded, it’s possible that soulless markets form where all intrinsic value of these beloved assets is commoditized and traded, leading to the erosion of any real connection to these fandoms.

Was there a “tipping point” that led you to this breakthrough? Can you tell us that story?

In April 2012, President Obama signed a piece of bi-partisan legislation called The JOBS (Jumpstart Our Business Startups) Act into law. The JOBS Act expanded entrepreneurs’ access to capital, allowing them to publicly advertise and raise money from the public.

Prior to The JOBS Act, private companies could only crowdfund from accredited investors, basically the top 1–2% of Americans. On June 19, 2015, three years after the JOBS Act was initially signed into law, Title IV (Regulation A+) of the JOBS Act went into effect, allowing private companies to raise up to $50M from all Americans, regardless of accreditation.

Coupled with the Series LLC corporate structure, Regulation A+ makes public offerings like ours possible.

What do you need to lead this technology to widespread adoption?

As a brand new technology and concept of ownership, building trust and education is a challenge. We’re making progress on this front and working to help our investors be successful on Mythic Markets.

What have you been doing to publicize this idea? Have you been using any innovative marketing strategies?

Through a cold email in our earliest days, we were really lucky to partner with Jon Saso, Founder & CEO of ChannelFireball. This opened amazing opportunities that included access to assets, their online platform, live events, and prominent figures in the Magic community — all of which we needed to get the word out and build credibility.

Press coverage is another great way to get the word out and build credibility. We got some nice bumps in traffic when TechCrunch, The Hustle, Bloomberg, and HYPEBEAST wrote about us, but you can’t rely on getting steady press. Day to day, we focus on partnerships, content marketing, word of mouth, direct sales, and email.

After our first and second offerings, we sent all of the investors a special care package and thank you card signed by the whole team. People really loved them and posted about them on social media. We just launched our third offering and are finding that a lot of the same people are coming back to invest with us again.

We’re constantly asking for feedback and learning about our users. We use our newsletter to keep in touch, ask for feedback, and share surveys. We want it to feel personal because even if we can’t talk to each user directly, we’re grateful for each one of them.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

My parents were the most important influence in helping me get to where I am today. Although most Asian parents have only three definitions of career success (doctor, lawyer, or engineer), my parents achieved their American dream through entrepreneurship. I’ve been fortunate that they supported my dreams of following in their footsteps.

How have you used your success to bring goodness to the world?

I love leveraging my experience to work individually with entrepreneurs, helping them to solve problems and see around corners. This allows me to have a deeper impact and involvement versus working broadly.

What are your “5 Things I Wish Someone Told Me Before I Started” and why. (Please share a story or example for each.)

  1. Entrepreneurship is hard…like, crazy hard
    Although my parents did eventually support my aspirations to follow in their footsteps and become an entrepreneur (instead of a doctor, lawyer, or engineer), it wasn’t without a fair bit of grief. They always told me that they came to this country and worked their butts off as entrepreneurs, so their kids wouldn’t have to. Although I could never compare my challenges with my parents’ (theirs were far greater), I’ve come to experience many of the things they’ve described. There are far easier ways to make a living than being a founder. Instead, do it because you love it.
  2. Don’t be afraid to throw stuff out
    Our team started off building a blockchain version of Amazon’s Mechanical Turk service. In retrospect, it was a service that few people wanted, was never going to be 10x better than its competition, and that none of us were passionate about. It felt terrible to scrap what we’d built, but once the team internalized this understanding, we quickly pivoted into a project we loved working on together. We all happened to share a love of geeky things, and already had a talented team who wanted to switch gears and pursue something we all loved.
  3. Talk to people about your idea — especially the critics
    It’s a common misconception to keep ideas a secret. After all, we don’t want anybody else stealing our billion dollar opportunities! The truth is that ideas are cheap; execution is everything. Instead, our team talked to as many people as possible to understand what people liked and disliked, how our prospective customers behaved, and what problems they faced. If people like your idea, ask them why? If they don’t, ask them why? The very best insights often come from the most dissenting opinions and counter-intuitive conversations.
  4. Embrace your competition
    Although we’re pioneering a new investing framework, there are several major competitors fighting to grow as quickly as possible. We try not to let them distract us from our team’s mission, and instead let them keep us on our toes. By focusing on innovations that differentiate our business, we can validate our customers’ decision for choosing us.
  5. Work with quality partners
    We all need partners and specialists to help move our businesses forward. However, not all partners are equal. Under tight time and budget constraints, it can be tempting to work with the first person to come to the table. However, it’s absolutely worth vetting several partners before making a decision. Making the wrong partner decisions can cause devastating delays and expensive setbacks in your business.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

A major aspect of Silicon Valley’s startup success is the culture of founders helping founders. In many other regions, the willingness to share ideas, help with intros, giving without reciprocity, and investing in each others’ success is much less common. By shifting to a sharing mindset, startup communities can tap into some of Silicon Valley’s “secret sauce”, and help each other grow and thrive.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

Bear the bitter. Savor the sweet. — Dad

On a trip to Thailand, my Dad brought me to a local shop where I was asked to drink two small cups of tea. One was bitter and the other was sweet. Being a young kid at the time, I immediately went for the sweet tea and finished the entire cup in one gulp. Then I sampled the bitter tea and immediately wretched due to its foul flavor. I didn’t want to drink it, but we weren’t leaving until I finished the tea. We ended up sitting in this shop for a half hour while I watered the bitter tea down to make it drinkable. When I finally finished it, my Dad explained the purpose of the lesson.

The entire experience could have been incredibly pleasant had I held my nose and quickly shot the bitter tea, ending the dismal experience quickly. Instead of gulping down the sweet tea, slowly sipping it would have offered a pleasant, long-lasting experience.

Ultimately, I learned that, when facing difficult situations and unpleasant tasks, powering through and overcoming them quickly ensures the suffering is only short term. When times and experiences are great, embrace the opportunity to enjoy and prolong them.

Some very well known VCs read this column. If you had 60 seconds to make a pitch to a VC, what would you say? He or she might just see this if we tag them 🙂

As alternative assets continue to out-perform the market and the social concept of ownership changes, Mythic Markets will be ready at the forefront of the future of finance and fandom.

How can our readers follow you on social media?

Thank you so much for joining us. This was very inspirational.


The Future Is Now: “Now You Can Buy Buy Fractional Shares of Alternative Assets” With Joe… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

The Future Is Now: “AI To Help With Medication Safety” With Dr. Ram Subramanian of PerceptiMed

At PerceptiMed we are working on harnessing the cutting edge AI techniques to make a mark on medication safety. Be it in a pharmacy, hospital, managed care facility, our products are focused on eliminating medication errors. Over the years our products have eliminated thousands of potential errors, avoiding adverse drug events (ADEs). We have been able to develop machine learning models to identify thousands of medications with near 100% accuracy, which can prevent medication errors in pharmacies and managed care facilities. This technology will assist pharmacists and nursing staff to focus on patient care and less on medication dispensing and administration.

As a part of our series about cutting edge technological breakthroughs, I had the pleasure of interviewing Dr. Ram Subramanian.

Dr. Ram Subramanian is the CTO at a quintessential silicon valley startup, PerceptiMed Inc. His efforts have been focused towards the healthcare space for nearly 20years. Where he has been developing hardware-software solutions for medical diagnostics, automation, and safety. His expertise is primarily in computer vision and machine learning. In addition, he has developed new products, prototypes, launched hardware-software solutions and scaled them up to meet enterprise requirements.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

I believe in happenstance and in perseverance. I have had the urge to invent or develop something that would be of use to the general population. I started work in this direction 22 years ago by talking to doctors to develop diagnostic aids for corneal diseases. I have progressively sought out opportunities be it in academic life or in my professional life. After graduating with a PhD, I started my career in a large firm with a pitch to innovate and incorporate machine learning and computer vision into an existing product line. I quickly realized that I needed to switch gears and be a part of a more dynamic and faster paced environment. I sought out early stage startups in the medical devices and diagnostics field. I joined PerceptiMed as the company’s mission, geared towards medication safety, was something that resonated with me, personally.

Can you share the most interesting story that happened to you since you began your career?

One interesting story that I can recollect happened recently. I was at a trade show talking to potential customer who was, on the first day of the show intrigued by one of our products. I ended up talking to them 3 more times and finally as the show was closing, they made up their minds to purchase. But they had one condition, I had to be the one to do the install of the system. They have been happy with the product and subsequently have stopped by our booth at other trade shows and even recommended other customers to purchase our product. It is always nice to see that the product we have created at PerceptiMed is making an impact at pharmacies every day. It just goes to show that it’s not enough to have the best or latest technology. It really matters to connect with customers, make them feel confident about their investment and make sure the product is supported well. I make sure that all engineers participate in customer support activities, which includes me as well. Our customers find this very refreshing; they sometimes take time to talk with me and provide valuable feedback and provide new ideas as well. This has the added advantage of providing an avenue for our customers to add value to a commodity that they use. From a product and company growth perspective, I feel this has been very good for me and the company.

Can you tell us about the “Bleeding edge” technological breakthroughs that you are working on? How do you think that will help people?

At PerceptiMed we are working on harnessing the cutting edge AI techniques to make a mark on medication safety. Be it in a pharmacy, hospital, managed care facility, our products are focused on eliminating medication errors. Over the years our products have eliminated thousands of potential errors, avoiding adverse drug events (ADEs). We have been able to develop machine learning models to identify thousands of medications with near 100% accuracy, which can prevent medication errors in pharmacies and managed care facilities. This technology will assist pharmacists and nursing staff to focus on patient care and less on medication dispensing and administration.

How do you think this might change the world?

With more innovation pushing this technology, we would be able to ensure patients would better adhere to their prescription medication with an assurance of safety. Allow care givers and prescribers to monitor medication therapies more closely. Overall, we would shift to a more patient centric care. We would reduce medication errors and the complications associated with adverse drug reactions.

Keeping “Black Mirror” in mind can you see any potential drawbacks about this technology that people should think more deeply about?

The biggest concern would be how adherence data get used by healthcare system and insurers, etc. E.g. If insurance companies decided that they would not cover complications or certain healthcare costs because the patient did not follow a strict medication regiment. This could be yet another piece of personal information that if in the wrong hands can be misused.

Was there a “tipping point” that led you to this breakthrough? Can you tell us that story?

What do you need to lead this technology to widespread adoption?

Have more pharmacies see the benefits of the technology and the solutions we provide, so that they can realize their true potential to be more patient care focused. We also need to have a end consumer/customer product to allow better tracking of medications, especially very high value drugs.

What have you been doing to publicize this idea? Have you been using any innovative marketing strategies?

I take every opportunity to talk to people about medication safety, from ordinary conversation to talks at conferences, booths at tradeshows, marketing materials in trade journals. I try to publish research work in machine learning conferences, take part in panels at trade shows and extensively talk to customers and investors.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

There is no one single story, event, or anecdote that I can attribute my current status or success. I would think of it as a series of events, inspiration from people and being at the right place and the right time with just a touch of luck. If I had to start talking about the help and opportunities I have received, I would have a long list and need a lot of time. I believe that personally and professionally all success stems from teamwork.

How have you used your success to bring goodness to the world?

I would like to think that my role and work at PerceptiMed has not only helped me to grow professionally, but also allowed me the opportunity to help develop a line of products that potentially saves lives. Until date our products have processed over 7 million prescriptions in pharmacies alone and have prevented thousands of potential medication errors. But I do not believe that I have made a big enough impact, there is always room for improvements and space to do more. I have but hit the tip of the iceberg.

What are your “5 Things I Wish Someone Told Me Before I Started” and why. (Please share a story or example for each.)

1. The amount of time commitment that would be demanded — I didn’t realize the amount of commitment that would be needed at an early stage startup. Where we as a team at times have spent days without leaving the office to solve a critical issue.

2. No product is perfect — No matter how rigorous we implement reviews and test plans, there is always an issue that will crrep into the product. No matter how hard we try. There was a time once where out product was to ship out to our first customer. As we were moving the boxes to be shipped we noticed the devices were failing and sending an error signal. After everyone in the entire company spent a day reviewing the devices we found that the packaging was causing a short circuit making the devices fail.

3. Even the simplest of products have complications — Even with the simplest of features that get implemented, with in a few iterations based on suggestions and recommendations from different sources, the feature becomes complex enough that it becomes hard to support. It then needs to be reworked or rearchitected.

4. Never take no for answer — When a new concept, feature or design is conceived there is always resistance to change. If you really believe in it, you need to do what it takes to convince everyone, and it wont be easy. But if we truly believe in the new feature or concept we need to collect collect the data to prove the point, and its never easy to convince people.

5. Selling even the best product is not easy — Even when you have the best product in the market it still takes a lot to convince potential customers to make a sale. I have had to talk to potential customers at trade shows and sometimes I would have to talk to a potential customer 3–4 times in a 2 day period to close a sale.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

It would be great, if we can bring people to realize the criticality of medication safety and medication adherence. With around 4 billion prescriptions that are sold in pharmacies every year in the US alone. There are approximately 16 Million errors that occur, where many thousands are potentially fatal. If we can get people to be more aware of the medications that they take and provide them and others in the health care chain tools to facilitate safety, we would be able to save many lives.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

Never be afraid of failure, it helps reveal one’s self-imposed limits. Many will choose to live with them and never move past them. Other will venture with big leaps beyond it. There may be pit falls and sacrifices along the way, but if we never try or push ourselves, we will not have the innovation we see around us.

Some very well known VCs read this column. If you had 60 seconds to make a pitch to a VC, what would you say? He or she might just see this if we tag them 🙂

Our current health care system focuses on efficiency through rigorous process control, incentivizing throughput to increase revenues. But this has led to system that has dehumanized health care. We need to use innovation and technology to add the human element back into the system. We need use technology to free up the health care providers so that more attention can be placed on the care aspect of healthcare. Products and solutions that aid the pharmacies, hospitals and managed care facilities, e.g. freeing up the pharmacist in a pharmacy from counting and verifying pills being packaged for a patient or customer and allow them more time to interact with the customer/ patient to better understand their needs, aid in medication therapy management, help increase medication adherence. This will in turn allow better therapy outcomes for the patient. It will reduce overall health care costs by reducing / prevent ADEs and complications due to errors in medication dose, skipped medications, negative drug interactions, etc. Our products also allow the busy pharmacy to be assisted by a pharmacists remotely from another pharmacy, this will allow communities that are remote and currently do not have a pharmacy to be serviced by a remote pharmacist.

How can our readers follow you on social media?

Yes

Thank you so much for joining us. This was very inspirational.


The Future Is Now: “AI To Help With Medication Safety” With Dr. Ram Subramanian of PerceptiMed was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

The Future of Retail Over The Next Five Years, With Dr. Eugene Izhikevich of Brain Corp

Embracing clean as a new brand value: Before COVID-19, cleanliness was a concept that was more or less assumed as standard by consumers, with less bearing on overall brand equity. Moving forward, however, brands will need to embrace cleanliness as an essential attribute that is not only expected by consumers, but one that can actually enhance overall brand value. When retailers make an investment in cleaning robots, they address consumer health and safety concerns stemming from COVID-19, and visibly demonstrate to their customers that cleanliness is a core value.

As part of our series about the future of retail, I had the pleasure of interviewing Dr. Eugene Izhikevich, a world-renowned computational neuroscientist, is the co-founder and CEO of Brain Corp, a San Diego-based AI company creating transformative core technology for the robotics industry.

The BrainOS® platform and its cloud-connected autonomy service are used by global manufacturing partners to successfully build, deploy, and support fully autonomous mobile robots (AMRs) at scale. Robots powered by BrainOS navigate autonomously, avoid people and obstacles, adapt to changing environments, manage data, generate reports, and seamlessly interact with operators. Brain Corp and its partners have deployed over 10,000 robots for floor care, in-store delivery and other key applications within retail, grocery, malls, airports, hospitals, warehouses, and other industries.

Eugene is an expert in the field of AMRs. His vision is to create a world where intelligent and autonomous machines make our lives safer, easier, and more productive.

Thank you so much for joining us in this interview series! Can you tell us a story about what brought you to this specific career path?

I spent my academic career studying computational mechanisms of the real (biological) brain and after 20 years I decided to build an artificial brain for robots. I was approached by Qualcomm in 2009, which supported this idea, and I went on to build a computer based on the human nervous system to investigate how mammalian brains process information. Qualcomm funded Brain Corp and gave it a number of R&D projects in computational neuroscience and machine learning.

While exploring different product directions, I realized that the robotics industry of the day looked just like the personal computer industry before Microsoft — dozens of small companies all designing their software and hardware. Back then, lots of different types of computers existed, but they were all very expensive and did not work well. The same problem exists in the robotics industry — many robotics startups designing their own software and hardware. This is why robots are very expensive and not useful. A “Microsoft of robotics” is bound to appear and I decided that Brain Corp will be such a platform company.

I brought together a close-knit group of scientists and engineers and we saw the value in creating an operating system for robots that would unite all of the disparate robot solutions under one cloud-based AI software platform. Our goal became to help build out the emerging category of AMRs by providing autonomy software that others could use to build their mobile robots for a variety of strategic applications. We decided to focus on making a hardware-agnostic operating system for AMRs. The idea was simple: to enable builders of robots, not build the robot ourselves.

Can you share the most interesting story that happened to you since you started your career?

I have a PhD in pure mathematics and spent my career studying the brain, writing peer-reviewed papers and textbooks on brain modeling. However, after starting Brain Corp and deciding on the first robotic application — commercial floorcare robots — I became an expert in commercial floor cleaning. I got to know everything about different floor types, different brushes, squeegees, and the types of cleaning, such as sweeping, scrubbing, and burnishing. I would have never thought I would be an expert in that area. However, for the CEO to be an expert not only in AI and robotics, but also have sufficient understanding of different robotic applications, is of paramount importance to the success of the business.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson or takeaway you learned from that?

I started Brain Corp as an academic business, focusing more on research than product development. However, after the first five years, I realized that we would never be successful unless we built and scaled a product. I should have realized this sooner because when we started to build the product — a brain for robots — we saw the real value and success. Today, I am proud to say that Brain Corp powers more than 10,000 robots in retail, malls, airports, hospitals, and more, and the fleet continues to grow with each new deployment. This represents the largest fleet of AMRs operating in public indoor spaces in the world.

Are you working on any new exciting projects now? How do you think that might help people?

We have a lot of projects and products in the works that leverage our technology to develop new applications beyond commercial floorcare. This is exciting for the company because it shows the progress we are making in bringing our vision to reality.

Our latest robotic application is an autonomous delivery tug, powered by BrainOS, that seamlessly moves stock carts and loose-pack inventory from one point to another. A major ongoing challenge for retailers — one that has been exacerbated by the COVID-19 health crisis — is maintaining adequate stock levels in the face of growing demand from consumers, particularly in grocery. The delivery tug automates the safe movement of up to 1,000 pounds of goods from the stockroom to store shelves, enabling faster restocking and reducing the strain on employees who no longer have to haul heavy, stock-laden carts back and forth.

Based on initial tests, we estimate the autonomous delivery tug will save retail employees 33 miles of back-and-forth travel per week, and increase productivity by up to 67%.

Which tips would you recommend to your colleagues in your industry to help them to thrive and not “burn out”?

Don’t do anything that you are not enjoying.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?

I’m very thankful for my co-founder and serial entrepreneur Dr. Allen Gruber, who has been a big influence in my professional life. When I was starting out, I knew everything about technology, but nothing about business. Allen taught me what I needed to know to successfully start Brain Corp. He guided me through the first few years of transitioning from research to developing our first successful robotic applications.

How have you used your success to bring goodness to the world?

The COVID-19 pandemic has shown how important it is to maintain a safe and clean environment for public spaces and commercial businesses. There has been a particular focus on grocery stores, airports, hospitals, malls, and commercial buildings — places we all go during our daily living. At the time of this writing, BrainOS powered robots are providing 11,000 hours of autonomous work each day. I never thought that our robots would be indirectly saving lives by keeping these public areas clean, supporting frontline workers with restocking shelves, and giving them back time to focus on other critical tasks such as disinfecting high-touch areas.

Of course, the real heroes of the pandemic are retail workers, custodians, and other employees in essential businesses. They have shown their commitment to their communities over the last six months by working tirelessly to ensure we continue to have access to the services and supplies we need. We are committed to supporting their efforts by providing the technology that powers advanced robotic equipment (e.g. autonomous floor scrubbers, autonomous delivery tugs) to help them in their jobs.

Ok super. Now let’s jump to the main question of our interview. Can you share 3-5 examples of how retail companies will be adjusting over the next five years to the new ways that consumers like to shop?

  1. Embracing clean as a new brand value: Before COVID-19, cleanliness was a concept that was more or less assumed as standard by consumers, with less bearing on overall brand equity. Moving forward, however, brands will need to embrace cleanliness as an essential attribute that is not only expected by consumers, but one that can actually enhance overall brand value. When retailers make an investment in cleaning robots, they address consumer health and safety concerns stemming from COVID-19, and visibly demonstrate to their customers that cleanliness is a core value.
  2. Using robots to enhance productivity at lower costs: Retailers are focusing on the in-store customer experience more than ever, prompting them to adopt systems that allow workers to be more customer-facing. The idea is that these systems free workers’ time, allowing them to focus on high-value, customer experience-centric tasks. This approach creates more work hours for stores at a lower cost. While workers focus on tasks only humans can do, robots can focus on the “dull, dirty, and dangerous” work they are designed to perform. This work includes things like cleaning floors, moving inventory or goods, and scanning shelves to check prices and available inventory levels. This type of automation will be a major focus for retailers in the next several years.
  3. Leveraging data and insights to optimize operations and improve customer experience: We believe, and analysts agree, that this pandemic is accelerating the adoption of robots. Brain Corp and our partners have seen the interest in AMRs among retailers heating up. The appetite for operational insights on things like cleaning performance, shelf stock levels, and movement of goods in the store is also increasing as retailers see they can collect data they have never had before. As this trend continues and multi-robot deployments in a single store become a reality, retailers will need to centralize fleet management and data processing from these robots or risk becoming overwhelmed with processes and data that vary by manufacturer. To solve this problem, you need a common platform that connects robots from different manufacturers that are owned and managed by a single end customer. Brain Corp took this approach with BrainOS, a cloud-connected robotic platform that different OEMs use to turn their machines into robots. This gives retailers flexibility and choice while having a unified way to manage the robots, collect the data, and understand operating performance and impact. We believe this greatly simplifies things and lowers the barriers to adoption. At the end of the day, retailers benefit because they get the best of both worlds: proven equipment combined with world-class AI technology to run the machines. And most importantly, this approach enables them to leverage robots not just to perform a task, but to gather insights that help them improve store operations and the customer experience.

If you could start a movement that would bring the most amount of good to the most amount of people, what would that be?

We’ve already started a movement with what we are doing now — building brains for robots that are making our lives better and support us by doing mundane tasks like cleaning or delivering goods. The Internet allows us to touch every piece of information on this planet; robots allow us to touch every physical object on this planet. I believe that the impact of robotics on our lives will be bigger than the impact of the Internet and I’m excited to continue driving innovation in the field.

How can our readers follow you on social media?

They can follow me on Twitter @braincorp, LinkedIn, and Facebook. We also share company news and industry trends on our blog.


The Future of Retail Over The Next Five Years, With Dr. Eugene Izhikevich of Brain Corp was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Nora Sheils of Rock Paper Coin: 5 Things You Need To Know To Successfully Manage a Remote Team

Feeling connected to your team — Zoom isn’t the same and nonverbal communication can get lost in emails. One of my planners came into the office often and we connected on a regular basis. She rarely called with problems, we talked them out in person instead. When we went remote for COVID, she began saving up her questions for a call. Before that call happened, she became so overwhelmed with all this pent-up anxiety that she wasn’t able to get off her shoulders. She called me in a ball of tears over something silly that put her over the edge, which never would have happened if we were not working remotely.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Nora Sheils.

With over 18 years running award-winning planning firm, Bridal Bliss, founder Nora Sheils possesses an intimate grasp on the ins and outs of the wedding industry. In her time working with countless couples and leading a team of 30+ women, she recognized a need for a more effective, streamlined approach to the often-daunting contract and invoice process. Thus, in 2018, Rock Paper Coin was born in partnership with her sister-in-law, Elizabeth, and the two have been committed to bringing together event professionals and couples ever since.

Nora’s industry experience has led her to become a thought leader in the way of project management, operational efficiency, business expansion, and team dynamics. Her expertise extends to event professionals who discover increased productivity through Rock Paper Coin, as well as those who hear her speak onstage. As a well-known and sought-after speaker in her local speaker circuit, including with associations like ILEA Portland and Seattle Business Babes, Nora is always prepared to share her favorite strategies for simplifying, refining, and refreshing business workflows. She was recently recognized by Portland Business Journal in its 40 Under 40 series.

In her spare time, Nora can be found spending quality time with her family, often over a long family-style spread of food and a glass of great sparkling wine. She also appreciate the chance to explore the vibrant culture and food scene of the Pacific Northwest, particularly in her beloved hometown of Portland.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

I am a true Portlander, which is hard to come by these days. Born and raised in the City of Roses! Born to Iraqi immigrants, I was raised in a culture of over-the-top celebrations and, from the beginning, event planning was in my blood. After graduating from Gonzaga University (Go Zags!), I started Bridal Bliss in 2002, slowly growing the company to become a team of 30+ women who produce upwards of 120 weddings and events each year. In 2016, my sister-in-law and I noticed a gap in the planning industry and developed Rock Paper Coin, a forum that brings together event professionals and couples to streamline the often-daunting contract and invoice process.

Can you share the most interesting story that happened to you since you started your career?

An interesting story is how I first got my start! Had it not been for Gonzaga University’s Hogan Entrepreneurial Program’s Business Plan Competition in 2002, I’m not sure I even would have started a business. I was a psych major and business minor, so I wasn’t confident in my abilities to start or run a business without any experience. It felt like a pipe dream until I entered the competition with a friend and my wedding planning idea. I received the support of professors and local businesspeople and we won! It provided me with my startup costs right out of college and, at that point in my life (22 years old!), I had nothing to lose. I hit the ground running, filled my days meeting local event professionals and booked my first few clients. The rest is history!

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

This story absolutely wasn’t funny at the time, but here goes. In my early years of wedding planning, I was working with a client on their invitations. We fine-tuned the design, then focused on wording and adding in all of the information. However…there was a huge oversight made on my part. The address listed for the church was the church’s business office address, not the actual church address! Thankfully, the business office was only a few blocks away and we were able to station a planner on-site to guide guests in the right direction day-of. Because, of course, it wasn’t discovered until the day-of! I was absolutely mortified! That mistake was certainly never made again and has now become part of our new planner training.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

Nothing kills an employee’s morale like being micromanaged. Provide them with the tools and resources to do their job and then give them the autonomy to learn and grow. Mistakes are how people learn and we’ve all made more than we can count throughout our careers.

In addition, give your employees flexibility for when and where they work. As long as they provide good customer service and do their job well, why does it matter when and where they work? Give and encourage use of vacation time — recharging is important for everyone from the highest level executives to your entry level employees.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

We expanded Bridal Bliss into a new market ten years ago. It was at this time that I began managing a remote team and have done so ever since.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

  1. Feeling connected to your team — Zoom isn’t the same and nonverbal communication can get lost in emails. One of my planners came into the office often and we connected on a regular basis. She rarely called with problems, we talked them out in person instead. When we went remote for COVID, she began saving up her questions for a call. Before that call happened, she became so overwhelmed with all this pent-up anxiety that she wasn’t able to get off her shoulders. She called me in a ball of tears over something silly that put her over the edge, which never would have happened if we were not working remotely.
  2. Work environment — At the office, we can control the environment. However, when someone is working remotely, their environment impacts their work but it’s something I don’t have control over. Several of our team members have mentioned that what changed their remote experience from negative to a positive was finding a space in their home that was a designated work space. Not the kitchen table, not a couch, but what felt like their office. It had to be cozy, styled, void of distractions and a place where work would get done.
  3. Tracking productivity — I am absolutely not a micromanager, but I do appreciate formal monthly check-ins with updates on each planner’s progress. If work is being completed in a timely manner and clients are happy, then I’m happy. However, for those employees who need a little more of a nudge, there are many time tracking tools to keep them on track. For employees struggling to complete their tasks on a regular basis, it is so helpful to have a history of their productivity as we brainstorm solutions or as a worst case scenario have to terminate the relationship.
  4. Team building — Without face-to-face interactions, building interpersonal relationships between the team is tough. We tried to combat this by planning step challenges, treating our team to ice cream deliveries and playing a guessing game to determine which flavor fit who best, or even hosting a virtual drag event. Sure, we are not all together in a room, but we are still laughing and bonding together as a team.
  5. Hiring a remote employee has its challenges as well. During COVID, we hired three new key employees. Without being able to train in person, we had to do our best with Zoom, screen shares and multiple meeting times to get the basics across. Each employee has a mentor that is holding their hand through the process in such a weird learning environment. As a firm believer in learning by experience, this was a bit difficult to achieve. However, we made sure with what little action there was at the time, our new employees took part.

Based on your experience, what can one do to address or redress each of those challenges?

  1. Walk and talks — During check-ins, encourage your team member to be on a “walk” with you. People can open up, talk more freely when walking outside as opposed to sitting at a desk. This could happen in person or over FaceTime as well! Just moving while talking will open up the conversation.
  2. Connect with everyone to see what they need to make their work environment successful for them. If that means providing more tools, you can know early on and set them up for success.
  3. Plan regular check-ins. Make sure your employees are happy, healthy and feeling supported.
  4. Plan team experiences! In person or digitally, there are so many things you can do to keep your team connected personally and professionally.
  5. Lead by example. Your team tends to follow your lead, so if you don’t show your face during a digital meeting, neither will they. Or, if you show up dressed sloppy/unprofessionally, so will they. Your actions will reflect your brand and your expectations, so walk the talk.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

Honest communication with examples is best. Instead of going over work that has been done in the past, focus on what should be done in the future. Concrete, actionable items are key to a successful deliverable. In addition, start with the good! Build your employees up by giving them good feedback first, and then sharing the areas in which they need some attention.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

Constructive criticism is actually best shared over the phone. An email can be sent to open the conversation or set a meeting. Send an agenda and give your employee an opportunity to discuss anything on their end as well. An email is also a great tool for a follow up and reference to the conversation. This being said, the bulk of constructive feedback should be done verbally. This is absolutely a conversation that could go sideways if tone is lost.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic. Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

The transition from working in an office to working remotely is more difficult for some than others. With so many distractions at home (spouse, kids, chores, snacks…so many snacks), it can be hard to focus. Give your team some time to build their own routines and get used to the new normal before scheduling regular meetings or requiring constant communication. Scheduling regular check-ins or virtual team building activities can help, but it cannot be too much. Once the team has a better sense of comfort with this new way to work, you can expand the expectations placed upon them.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

Open communication and team outings. Even if the “outings” are in each person’s home, you can send ice cream before the meeting, cocktail kits, or schedule an Airbnb Experience for team building. You don’t have to discuss work or have an agenda — these events can be just for fun to allow your team to let loose and build relationships.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I’m not sure if this is necessarily the most amount of people, but it would certainly be significant. I would love to start a movement advocating for more female-owned businesses. Rock Paper Coin has not one, not two, but three women at its core as founders, which is incredibly rare.

I will be honest and tell you that starting out in a male dominated industry was incredibly daunting and intimidating. Elizabeth and I are moms with young children and between managing our families, responsibilities at Bridal Bliss and then a brand new tech startup, we were exhausted. The support isn’t there for women and certainly not for mothers. Successful female executives have strength, resiliency, and grit, but they are also empathetic, flexible and willing to go the extra mile for the good of the team. We need more of this in our lives and in society as a whole!

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

I love the quote from Jim Collins from his book Good to Great:

“Look, I don’t really know where we should take this bus. But I know this much: If we get the right people on the bus, the right people in the right seats, and the wrong people off the bus, then we’ll figure out how to take it someplace great.”

This really sticks with me and proves to be true over and over again. If you would have told me Bridal Bliss and Rock Paper Coin are where they would be today, I would not have believed you. But getting the right people into the right roles on the team allows for us to have a team that works well together, respects each other and believes in the core of the product.

Thank you for these great insights!


Nora Sheils of Rock Paper Coin: 5 Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Lindsey Boyd of The Laundress: 5 Things You Need To Build A Trusted And Beloved Brand

The Product Is Hero: Making the best possible fabric and home care products was always our mission. We never wavered from that and today our top sellers are the products that we launched 16 years ago. We tested every single one ourselves, reformulated to make them perfect and up to our standards, and if we were not satisfied, we did not launch it. You have to focus on making something exceptional that you can stand behind. Otherwise, why does the customer need it? It is a simple philosophy that a lot of brands miss from the beginning.

As a part of our series about how to create a trusted, believable, and beloved brand, I had the pleasure to interview Lindsey Boyd, The Laundress.

Lindsey Boyd is co-founder of The Laundress, a premium collection of eco-friendly laundry and home cleaning products.

A powerhouse entrepreneur, Lindsey founded the Laundress after she identified a gap in the fabric care industry. With a degree in textile and fiber science from Cornell University and experience working in fashion at Chanel and Brooks Brothers, Lindsey knew there were alternatives to dry cleaning that were better for fabrics and did not involve toxins or exorbitant bills. After years of researching and developing detergents, fabric solutions, and home cleaners, Lindsey and her business partner launched The Laundress in 2004.

Lindsey’s role at The Laundress melds her textile expertise with her entrepreneurial mind and steadfast commitment to sustainability. She spearheads all sales, product development, marketing, brand partnerships, and ecommerce and sustainability initiatives. Notable achievements include taking The Laundress global in 2006 and securing permanent partnerships with renowned perfume house Le Labo and artist John Mayer.

Lindsey is also a popular speaker and panelist at private and public events across the country, leveraging her knowledge as a female entrepreneur, thought leader, and wellness expert. She has made appearances on national news outlets and has spoken on numerous podcasts. Lindsey was named a top female founder by INC as part of their 100 Female Founders list in 2019.

The Laundress was acquired by Unilever in 2019, where the brand fits seamlessly into Unilever’s Sustainable Living Plan. Since then, Lindsey continues to oversee brand strategy and is the face of The Laundress, creating educational content for its social platforms, blog, and website and connecting with clients and retailers.

Thank you so much for joining us! Can you tell us a story about what brought you to this specific career path?

I was working at CHANEL and spending an exorbitant amount of money dry cleaning my wardrobe, only to have items returned ruined and just not clean. As a solution, I started handwashing my items in the bathroom sink of my 5th floor walkup apartment — I knew from my background in textile science at Cornell that up to 90% of fabrics could be washed at home, meaning there is very little you actually need to be dry cleaning. There were no detergents on the market that allowed you to care for delicate items without the dry cleaning process, so my business partner and I decided to use our expertise to develop a line of consumer-centric, plant-based fabric care that anyone could purchase. I also wanted to create an amazing, unique laundry experience for people that would transform a mundane, everyday task into a luxurious experience. We launched the company with 13 products in 2004.

At the time, eCommerce was just getting off the ground, so I had to put in the legwork to get our products into retailers. I secured our first key account, Bergdorf Goodman, during my lunch hour at CHANEL. My experience in marketing and sales really helped us get picked up by retail locations — US and international boutiques and speciality retailers — very early on.

My parents were both entrepreneurs, so it’s in my DNA to be forward thinking and business-minded. I had a ton of ideas prior to The Laundress — clothing lines, makeup lines, but The Laundress made the most sense because it was fulfilling a big need for people. I’ve always been enamored with product experiences, from branding and packaging down to the scents. I traveled a lot and always returned with arsenals of product that inspired me, be it deodorants, soaps, creams, or baby colognes. It was really important that I translate that special feeling to The Laundress. I thought, there’s no reason why laundry shouldn’t feel luxurious.

Are you working on any exciting new projects now? How do you think that will help people?

From the very beginning, sustainability has been a core value of The Laundress. We are really looking forward to taking it to the next level with formulas and packaging that contribute to even less waste.

We also just launched our first scent in over 6 years, №723 Laundry Detergent, a spicy rose that’s meant to pamper your senses and your laundry. Laundry doesn’t have to feel like a chore and there’s no reason it shouldn’t feel a little luxe!

Can you explain to our readers why it is important to invest resources and energy into building a brand, in addition to the general marketing and advertising efforts?

Marketing is so important! It is a scalable way to get your brand out there. It would be fantastic if I could physically get to every market we are in, but that is impossible. Being able to share your story in a cohesive way — globally — can only be achieved by strong marketing and advertising efforts. When we first started The Laundress, our first $10,000 went to public relations efforts so we could be in key editorial spots like New York Times, Real Simple, Domino, Lucky magazine, Wall Street Journal, Oprah, InStyle, Vogue where they were able to tell our brand story. This was vital in driving brand awareness and, ultimately, sales.

Can you share 5 strategies that a company should be doing to build a trusted and believable brand? Please tell us a story or example for each.

The Product Is Hero: Making the best possible fabric and home care products was always our mission. We never wavered from that and today our top sellers are the products that we launched 16 years ago. We tested every single one ourselves, reformulated to make them perfect and up to our standards, and if we were not satisfied, we did not launch it. You have to focus on making something exceptional that you can stand behind. Otherwise, why does the customer need it? It is a simple philosophy that a lot of brands miss from the beginning.

Find Your Purpose: This is so important. We were our first customers and developed the line because of needs that we had that were totally missing from the marketplace. From day one, education and sharing our knowledge and insight with our customers was always part of our communication strategy. We were never just selling product, we were also giving them the intel and confidence our customer base needed and wanted to care for their fabrics and homes better.

Give Back: I have always been very cause-minded, so this naturally extended to my professional life. Whether it’s giving to local charities or offering products and services to those in need or implementing a donation component to our business, like our The Laundress x John Mayer Out West collection — 50 percent of proceeds go to Montana Association of Land Trusts (MALT). We have always given back and that has always been part of our corporate responsibility.

Value Your Customer: Listen to what your customers are saying and use their feedback to make your brand and product better. They are your best critics.

Have An Honest Voice: Honesty and transparency are everything, and even more so today. Customers want to support brands that not only provide them with good products, but that are genuine and have strong values, too.

In your opinion, what is an example of a company that has done a fantastic job building a believable and beloved brand. What specifically impresses you? What can one do to replicate that?

Patagonia because they lead with purpose and thoughtfulness. I also love that over the last decade there are more and more smaller brands (like The Laundress!) that are doing a fantastic job. One of my favorite small brands is State Bags.

I think it comes down to having a clear mission statement and brand ethos. Also, you can’t be everything for everyone and that is ok, and really important to know.

In advertising, one generally measures success by the number of sales. How does one measure the success of a brand building campaign? Is it similar, is it different?

Sales and growth are important quantitative metrics you obviously need for your bottom line — that will always be a mainstay. But we look at other qualitative metrics too, like our customer feedback. We love hearing how they learned about us and how we have made a difference in their day-to-day life. Those are the little “pats on the back” that keep you moving forward. We can also track brand building success through increased awareness holistically. New opportunities open up with brand partnerships, new wholesalers request to carry the brand, and more social media engagement.

What role does social media play in your branding efforts?

For us, social media really plays a pivotal role in connecting with our consumer; telling our brand story and communicating with our community. Social media lets you connect to customers a lot faster than we ever have before. You can’t be a brand today without having a social media strategy.

What advice would you give to other marketers or business leaders to thrive and avoid burnout?

You have to stay absolutely passionate about your business. There will be ups and downs. You have to really believe in your brand purpose, stay inspired, and never waver.

Always come back to being grateful every day for the opportunity to do what you do and do what you love.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

This is a tough question because I’m passionate about a lot of things! I rarely say no to helping others, especially if I believe it will make a difference. I am proud to be a part of and contribute to Glass Wing, Self Help Africa, No Kid Hungry, and Black Girl Ventures. These incredible organizations are working to empower communities, end child hunger, and address causes of poverty and violence.

Prior to COVID-19, I was chatting with my husband about creating a foundation where kids could be part of “after school” activities like PE, sports, art, and drama year round — mainly during major holidays and summertime when schools are out. So many children in America depend on school programs and when schools are out, this is hard for them. I know there are community centers and ways in which this is done but it’s not state-wide. I think this would create a more level playing field for the success, health, and happiness of children. After all, they are the foundation for our country — the next generation.

I would also eradicate homelessness, teach people how to love and have tolerance for others that are not exactly like them, stop world hunger, and get people to commit to at least one change in their daily lives that would help save our planet.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

You can resist or push forward. Pushing forward may seem harder at first glance, but the reward and journey is always worth it in the end.

We are blessed that very prominent leaders in business and entertainment read this column. Is there a person in the world with whom you would like to have a lunch or breakfast with? He or she might just see this, especially if we tag them. 🙂

I never have just one person or one item on a wish list. Business-Jeff Bezos, Bernard Arnault, and Mickey Drexler. Entertainment-Alycia Keys and Kate Hudson.

How can our readers follow you on social media?

@lindseyjuliaboyd


Lindsey Boyd of The Laundress: 5 Things You Need To Build A Trusted And Beloved Brand was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Rob Collie of P3: Things You Need To Know To Successfully Manage a Remote Team

In my experience, the first thing to do is just to accept that the differences go much deeper than just replacing face-to-face with video calls. It’s just a structurally different way to operate, and if your plan is just to take your in-person methodologies and translate them to remote, I think you’re asking for trouble. It’s kinda like that “hope isn’t a strategy” thing — if you’re just hoping it will work out, you’re just waiting to find out that it doesn’t.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Rob Collie the founder and CEO of business intelligence consulting firm P3. During his 13 years at Microsoft, Rob led the BI-focused capabilities in Excel and was subsequently one of the founding engineers on Power BI. Through that insider’s perspective and experience with Microsoft, Rob developed successful and groundbreaking strategies that can be utilized across almost any industry. A sought-after public speaker and author of the #1-selling Power BI book, Rob and his team are relentlessly committed to “the new way forward,” making P3 a leading consulting firm in the industry, pioneering an agile, results-first methodology that bucks the traditional BI company model.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

I was a product leader at Microsoft for 13 years, primarily building software for the analytics and BI (business intelligence) markets. In the early 2010’s, I recognized that the new generation of BI software was going to trigger mass disruptions in the BI industry:

The duration (and therefore price tag) of the average BI implementation was going to decrease dramatically.

Demand for BI was going to skyrocket in turn. Previously only affordable at the upper levels of the world’s largest companies, industrial-strength BI was now going to be within reach of the small and mid-markets, as well as at the departmental level of the Enterprise.

The existing breed of BI professional services firms was ill-equipped to move at this pace, and would struggle to adapt, leaving a massive void of unmet demand.

This advance perspective on led me to start my own professional services (consulting) firm from scratch, with the mission of filling that gap.

Can you share the most interesting story that happened to you since you started your career?

From the Microsoft days: I was coincidentally in a meeting with the VP’s of the entire Windows and Office divisions on the exact day that the US Government sued to stop the release of Windows 98 (at the beginning of the landmark antitrust case). The meeting had been tensely anticipated and was the bitter culmination of two rival initiatives (and factions) within the company, each of us trying to get the other canceled. The VP’s constantly leaving the room to take phone calls with the attorneys was quite anticlimactic, and the two factions who’d been fighting for a year were left to once again make their arguments to each other, without any sustained attention from the executives who we’d been expecting to bring closure. It was absurdly silly.

From the P3 days: In the early days of P3 (2013), a Fortune 500 company had identified, at the C-suite level, a crucial strategic BI project need. Their traditionally oriented internal IT team estimated it was going to take three years to execute. Due to a chance internet encounter with one of their executives, we were given a crack at it instead. We completed that project in three months of part-time effort, and the resulting scorecards drove $25M in additional profit per year once they were deployed.

That was a validating moment for us — that our approach could scale all the way to the highest levels of the Enterprise, as well as the mid-market and departmental level. We weren’t exactly surprised of course, because we already knew it could, but to see it happen gave us that extra confidence to double down on our bet and ignore the skeptical voices from the traditional corners of the industry.

Can you share a story about the biggest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

In the early P3 days, even though I knew it was the central challenge ahead of us, I still managed to underestimate the operational complexity of running a consulting firm that feeds itself on a diet of smaller projects. In parallel, I also overestimated my own aptitude for solving those problems. The company really took off once I accepted that the idea guy slash CEO (me) needed an equally strong COO to drive the creation of software and processes to manage such a high-velocity environment with so many moving parts.

Today, those internal operational processes/systems are so robust and crucial that I consider them to be a form of intellectual property. We simply couldn’t exist at our current scale without them, and they were non-trivial to discover and develop.

It reflects a theme I’ve encountered many times: valuable innovation often requires the marriage of strong ideas with strong execution. Just having one or the other won’t cut it.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

I personally believe that burnout is much more of a problem with elite teams than average teams, so in that sense, worrying about burnout is a good problem to have! Not all businesses require an elite team, of course, but our business model absolutely relies on hiring the very best, so burnout is a concern for us.

So, assuming you have an elite team, my advice would be as follows:

It’s a cliché, but even when you’re doing the most MBA-style things, you must continually view your employees as people rather than simply as nodes in an org chart. Whether you’re developing a quarterly business plan or reacting to a crisis, it’s tempting to model the employees as two-dimensional pieces on the board and focus your attention solely on the overall nervous system of the business. You have to resist that and remember that there’s as much (or more) complexity at the individual level as there is in the overall whole.

You might develop a great plan that absolutely works as a business model, but if that model ends up burning out your employees, well, then it actually WASN’T a good business model, and that’s on you as CEO. It’s much harder to try to compensate for such things after the fact, and elite teams tend to see through cheap attempts at improving morale.

So, you have to do the extra work. You have to “wargame” every operational change through the eyes of your team, and what impact it’s going to have on them. That’s just as important an input as what it’s going to do to the P&L. If you develop a track record of leading this way, it has the added benefit of building trust with your team. Inevitably, you will still slip up from time to time, and it’s a lot easier to fix a problem when everyone believes you sincerely want to fix it.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

We’ve been 100% remote since our inception. We knew we needed elite talent, and we weren’t going to find enough in a single geography. So, we deliberately chose to ignore location, and instead, we cast a nationwide net. It turns out we make offers to less than 2% of our applicants, so the largest possible candidate pool has been a must.

We’ve never had a central office, and we now have employees in 14 states. Even though we’ve been around for longer, we started seriously hiring at scale in 2015, so let’s call it five years.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the main challenges are regarding managing a remote team?

In my experience, the first thing to do is just to accept that the differences go much deeper than just replacing face-to-face with video calls. It’s just a structurally different way to operate, and if your plan is just to take your in-person methodologies and translate them to remote, I think you’re asking for trouble. It’s kinda like that “hope isn’t a strategy” thing — if you’re just hoping it will work out, you’re just waiting to find out that it doesn’t.

Based on your experience, what can one do to address or redress those challenges?

We’re a bit of an outlier in that for us, remote management is even harder than it is on average. Our consultants need to be highly autonomous, because big teams and heavy oversight aren’t compatible with the high-velocity, zero-waste approach that is our key differentiator. But with such a large percentage of the work taking place between individual consultants and their client(s), the majority of our business “happens” in places the management team cannot see. That’s highly unusual!

That said, I think that it’s been a blessing for us, because we were never tempted to just think the usual methods would work. We were forced, from the beginning, to approach our business in non-traditional ways. Years ago, I read an essay by Charlie Munger (of Berskshire Hathaway) in which he talked about the power of incentives, and it stuck with me. We’ve leaned very aggressively into the idea of variable compensation, and closely aligning employee incentives with the success of the company. It’s taken a lot of thoughtful effort and iteration, but it’s been worth it many times over.

Our employees have access to dashboards which give them real-time feedback on what their bonus is going to look like each month. Big bonus checks only go out when the company is winning as a result of employee efforts, so even as managers, we’re hoping to pay more. This goes back to my point about cheap morale tricks — it’s one thing to say “we’re all in this together,” but so much more impactful when you actually are.

I like to say that the incentive dashboards are like virtual managers. I sincerely believe that the dashboards (and the incentive plans behind them) provide half of our oversight and are equally as important as our interpersonal management touches, and I think we’re more successful, as a company, because we were forced to lean into this. We grow faster and retain people better than we would if we were in-person and using traditional management techniques.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

I would suggest not using email for this. If you wouldn’t use email for this purpose in an in-person environment, it’s probably not a good choice for remote, either.

There are definitely ways to do it well over email, but the risks of getting it wrong are too high — for every time you get it right, you’re likely to get it wrong at least once as well, and it’s too important to take that risk. This is even more important when you take this to scale — if you have a management culture that regularly delivers feedback over email, you’re going to have some real trouble spots in a hurry. Even if 90% of your org is exceptionally talented at it, the 10% who fail will cost you dearly.

If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be?

Wow, what a thoughtful and unexpected question!

I would love to see US politics and government take on precisely that theme: “how do we get the most good for the most people?” We’re fundamentally just so much stronger together than divided. The evidence for this is everywhere. A 50-pound bobcat views a lone human as easy prey, but twenty humans with pointy sticks were such a force that the wooly mammoth went extinct.

I look at posters produced by the US government in the first half of the 20th century and I see an understanding of this. The “propaganda” of the day was often things like “make sure to get your children’s vision checked.” We used to get it. We used to at least partially understand that a country is nothing more than the sum of its people working together. Now it’s more like a sport, with teams that we root for, red and blue, without any critical thought or discussion of pragmatic policy.

Fundamentally, your neighbor might root for the other team, but your actual interests are 99% aligned as human beings. And if your neighbor is not doing well — health-wise, jobwise, whatever — that absolutely comes back to cost you in some subtle but important ways.

I could actually write quite a bit more about this, but by default I’ll stop now. If I wrote more, it would tie in themes I’ve mentioned elsewhere — even when thinking like an MBA, you need to remember the people. Incentives (which are ALL broken in our country right now). How an attitude of “we win when you win” doesn’t just work for companies, but for countries as well.

If I weren’t so focused on my work right now, I would be writing about precisely this, and doing my small part to shift mindset, on a daily basis.

Can you please give us your favorite life lesson/quote? Can you share how that was relevant to you in your life?

I’ve stolen lessons and wisdom from so many people, and it’s hard to choose a single favorite. I’ve mentioned the Charlie Munger incentives thing already, so let’s go with the only valuable thing I learned in college, which is the fundamental attribution error:

“the tendency people have to overemphasize personal characteristics and ignore situational factors in judging others’ behavior. Because of the fundamental attribution error, we tend to believe that others do bad things because they are bad people. We’re inclined to ignore situational factors that might have played a role.”

Once you understand this and learn to start resisting it, it actually gives you a lot of flexibility. More room to operate. More options to deal with problems. When you’re not locked into a rigid, binary view of people as good or bad, you have more potential pathways to get them to cooperate, which is another way of saying “getting what you want.” What could be more valuable than increasing the chances of getting what you want? And that applies to your personal and professional life.

Thank you for these great insights!


Rob Collie of P3: Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Beth Doane of Main & Rose: Why Brands Should Focus On Social Good

Focus on social good: Today, as our society is coming to terms with issues of racial and health injustice, viable brands must focus on goals beyond themselves. Since we launched our firm, we have made a commitment to help all of our clients pursue and share work in the social good space. When you show what you care about and how you are making the world better, you’ll establish yourself as a values-driven brand, consumers will respond and you and your employees will feel good while doing it.

As part of our series about how to create a trusted, believable, and beloved brand, I had the pleasure to interview Beth Doane, Co-Founder and Chief Creative Officer at Main & Rose, a global creative agency. With nearly a decade of experience creating, growing, and selling several companies by the age of 30, today Beth serves as a trusted advisor for some of the world’s most innovative CEOs, nonprofits, and governments. Previous to founding Main & Rose, Beth established one of the first sustainably and ethically produced fashion brands on the market, as well as founded and later led the private acquisition of Parlor, the first open marketplace for freelancers in a diverse set of industries. Beth also speaks frequently about branding, social impact and the importance of mental health initiatives in the workplace.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

I have always had a passion for how products and companies can create a positive impact on a global scale, and I founded my first company when I was 22 years old. It was one of the first fashion lines that was manufactured sustainably and launched at Mercedes Benz Fashion Week in Los Angeles. The success of the line led me to consult for several brands on how to make their lines more sustainable. My love for consulting and creative thinking eventually led me to start advising more on branding, marketing and design, and I launched an agency. I eventually met Kelly Gibbons, my business partner a few years later and we created Main & Rose together.

Can you share a story about the funniest marketing mistake you made when you were first starting? Can you tell us what lesson you learned from that?

While it’s nice to be able to learn (and survive) from past mistakes, rather than being funny memories, my mistakes have helped guide my decision-making. They continually serve as powerful reminders of how much I’ve learned as a business owner and leader. Among the mistakes, losing hundreds of thousands of dollars from failing to do enough market research. Today, this lesson helps me see where my clients may take a wrong turn, and steer them away from the same mistake I had once made. One of the biggest things I’ve learned is that when people have an idea, they go full-steam ahead and invest too much money into something without testing the idea or investing in a GTM strategy. It’s too easy to think something may work, and then lose everything along the way. My advice is market test, A/B test, get advisors, hire experts, and don’t invest a fortune. Leaving room and capital for mistakes is key to success.

What do you think makes your company stand out? Can you share a story?

At Main & Rose, we believe that we are the design firm of the future. What sets us apart is that we’re intention-oriented and committed to working with impact-driven brands that truly make a difference in the world. We believe that commitment to diversity, inclusion and change starts internally, and we take great pride in being women-founded and women-led, with communities of color and LGBTQ people represented at our highest ranks. With offices around the globe, including in the Middle East where we have a strong female presence, we’re dedicated to building a team that is strengthened by our strong workplace culture, top management, and values-based brand.

I’m proud to say that Main & Rose is an award-winning global creative marketing agency that works with some of the leading brands and non-profits around the world, from the United Nations to YouTube and Disney. We run multinational branding, design and marketing campaigns that are values-based and evidence-driven, striking the balance between cutting-edge and time-tested, to harness the power of data and beauty of storytelling to shape and share a narrative that always puts our clients above the competition.

Are you working on any exciting new projects now? How do you think that will help people?

We’re working on several exciting projects. Recently, our team was hired to design and launch a rebrand for Oceana, a stunning luxury hotel in California and the first Hilton LXR property in the United States. As a company, one of the industries we specialize in is the travel, real estate, and hospitality sector and we’re proud to take the lead on campaigns and initiatives that will help drive the evolution of the industry forward.

We also focus on governments and emerging global markets, and have a strong presence across the MENA region. We recently partnered with the United Nations to raise awareness around the 17 Sustainable Development Goals in support of the UN Agenda 2030. As we work to mobilize a new force of activists that’s largely focused on GenZ, we’re creating shareable grassroots campaigns to drive unprecedented change and measurable impact in the world.

Ok let’s now jump to the core part of our interview. In a nutshell, how would you define the difference between brand marketing (branding) and product marketing (advertising)? Can you explain?

Brand marketing tells us the story, the mission, the underlying values of a brand, while product marketing should tell us what something is. Think about Nike, and its tagline “Just Do It.”and the iconic swoosh symbol. It’s brand marketing enables us to instantly recognize all Nike products because it’s constant. What makes it impactful is that the swoosh and tagline have remained the same, while promoting the company’s underlying mission around innovation and inspiration.

Yet, every year we see Nike release new products. Advertising and marketing enable Nike to continually change and evolve its products without having to change its original branding and mission.

Can you explain to our readers why it is important to invest resources and energy into building a brand, in addition to the general marketing and advertising efforts?

Building a brand doesn’t happen overnight. If done right, it can take years and may involve a large amount of investment in advertising, marketing, and design. While people often hear about a start-up company that “took off” over night or went viral, it’s important to know that that’s usually a one-in-a-million story. To establish a recognizable brand, it’s going to take time and investment. The reality is that any brand is going to have to compete with competitors that can spend millions of dollars more on marketing and advertising. To stand out, you’re going to have to realize the importance of strategically planning, building, and launching a campaign that helps you tell your story and sustain your brand.

Can you share 5 strategies that a company should be doing to build a trusted and believable brand? Please tell us a story or example for each.

1. Tell Your Brand Story Well: Most agencies and companies make a fatal mistake by focusing on new products and services, rather than the story behind the person making those products or services. My philosophy is based on the truth that humans have a natural urge to connect with people and want to share powerful stories. To build a trusted and authentic brand, focus on having a strong, relatable identity and brand story that resonates.

2. Focus on social good: Today, as our society is coming to terms with issues of racial and health injustice, viable brands must focus on goals beyond themselves. Since we launched our firm, we have made a commitment to help all of our clients pursue and share work in the social good space. When you show what you care about and how you are making the world better, you’ll establish yourself as a values-driven brand, consumers will respond and you and your employees will feel good while doing it.

3. Balance Timeless & Trendy: One of the toughest challenges for both new and old brands is figuring out how to offer a service or product that is trendy and current, but also feels classic and enduring. I advise my clients to study trends without copying them, which risks coming off as inauthentic, and is the quickest way to cause issues. I urge clients to find a balance between timeless values (reliability, creativity, honesty, service, e.g.) and more modern methods of branding (social media, video content, earned media, e.g.).

4. Create Communities: Brands are strengthened by having many enduring ties across customers and audiences. I encourage my clients to not only foster traditional relationships with their target audiences, but to also create communities centered around their personal brand, and a shared ethos or lifestyle. Create social media environments where your followers can interact and share their stories, or go offline and organize hikes, dinners, or retreats for your customers and your team. The point is to offer something more than just a product or a service — and in doing so, you can gain a major marketing advantage.

5. Be inclusive: For years, we have been saying that inclusion is the new golden rule of branding. Gender equality, diversity, and inclusion are not only morally important, they are also absolutely imperative to your brand if you want to succeed. Modern customers prize these values: regardless of what industry or market you’re in, any business leader who wants their company to be able to compete and thrive in the modern era needs to embrace the values of equality and inclusion. 21st-century clients and customers overwhelmingly consider these to be non-negotiables, particularly millennials, who grew up with a greater appreciation for diversity and tolerance. Inclusive brands will help your company tap into new markets and tend to financially outperform their less diverse counterparts, especially because they lead to better, faster, and more innovative thinking.

In your opinion, what is an example of a company that has done a fantastic job building a believable and beloved brand. What specifically impresses you? What can one do to replicate that?

There are so many unique brands that I have fallen in love with over the years. Some are smaller brands like Ila products, Aromatherapy Associates, TKEES, and Opal + Sage who I think have all done a beautiful job with their products, brand story, and more and have a loyal customer base which really speaks to their success.

In advertising, one generally measures success by the number of sales. How does one measure the success of a brand building campaign? Is it similar, is it different?

Advertising and branding go hand-in-hand, and sales also capture the success of branding. Like advertising, with any branding campaign, we can measure impressions, and base measurable impact on how a person views a branded campaign. Perception plays a huge role in the success of branding campaigns, and can impact loyalty, trust, and ultimately, the survival of a company.

What role does social media play in your branding efforts?

Social media plays a massive role in our branding efforts and understanding its value is key to our clients’ success. Many agencies today don’t understand how to use social media or how true creativity plays such a role for it to really “work.” The key is not simply consistency or even posting nice images, but rather, knowing your audience, it’s interests, and how to engage them. At Main & Rose, our clients count on us to advise and execute their social media and digital marketing strategies. Whether that means creating plans or posting daily, just as we do with creating a branded campaign, we prioritize strategic and creative thinking in order to truly understand a brand and its target.

What advice would you give to other marketers or business leaders to thrive and avoid burnout?

Thriving and burnout go hand-in-hand with mental health, which is something that’s personally close to my heart. Discussing my own experiences with mental health and the support systems I created has helped my team and business relationships grow. A challenge with working remotely that many organizations are facing today is identifying and managing the balance between work and home life. It can be very easy for the lines between personal/professional lives to blur and to create an expectation of being “always on” for your team, which leads to burnout quickly. As a leader, you set the tone for the rest of the team — so it’s important to be intentional about 1) setting appropriate expectations among the team that they aren’t expected to be dedicated their lives to working around the clock and 2) walking the talk and leading by example. If I am intentional about prioritizing my mental health and that of my team, they’ll follow that lead.

At Main & Rose, as a fully distributed and remote team due to the nature of our work, we’ve cultivated a transparent, open, and communicative culture that helps team members be seen and heard during challenging times — whether it’s about a personal or business matter. Several of our team members, including me, cite meditation as a key practice for success when it comes to taking a break. This break allows us to “turn-off” the noise, and thrive in our own controlled environment. In fact, many studies have proven meditation can increase productivity and even empathy. Taking time to practice wellness that can help relieve burnout can be as simple as taking a 20 minute walk every afternoon, or making time for an evening run or virtual yoga class. You’ll be happier, healthier, and have an easier time filtering out the chaos and finding the spark of inspiration you need to succeed during this challenging time.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

Luckily, the work I do each day involves building movements. Our clients are some of the most recognizable and impactful brands in the world. We’re honored to work with brands like The United Nations and TED and help build movements that drive monumental change, help spread innovative ideas, and inspire and impact millions of people.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“Don’t ask what the world needs. Ask what makes you come alive and do that because what the world needs are people who have come alive.” — Howard Thurman

We are blessed that very prominent leaders in business and entertainment read this column. Is there a person in the world with whom you would like to have a lunch or breakfast with? He or she might just see this, especially if we tag them. 🙂

There are so many people I would love to meet and who greatly inspire me. I’d love to sit down with Michelle Obama, Marc Benioff, and Rose Marcario, former CEO of Patagonia.

How can our readers follow you on social media?

I encourage you to follow everything Main & Rose is doing by visiting our website and our Twitter page.

https://www.main-rose.com/

https://twitter.com/mainandrose

Feel free to connect with me on LinkedIn https://www.linkedin.com/in/bethdoane/

Thank you so much for joining us. This was very inspirational.


Beth Doane of Main & Rose: Why Brands Should Focus On Social Good was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Big Ideas That Might Change The World: “A First Responder Tracking Map” With Andy Bozzo of Tablet…

Big Ideas That Might Change The World: “A First Responder Tracking Map” With Andy Bozzo of Tablet Command

The “Big Idea” is called Tablet Command. As working firefighters in the field, we’ve worked hard to create a digital platform for real-time emergency incident management. Think about the games of “Risk” or “Battleship,” which are modeled after military battle simulators. Tablet Command resembles these simulators, but in real-time with real-life assets, existing on a platform where the incident commander can deploy and redeploy resources to handle the emergency.

As a part of my series about “Big Ideas That Might Change The World In The Next Few Years” I had the pleasure of interviewing Andy Bozzo Co-Founder of Tablet Command.

Andy has 22 years of experience in fire service in California and Washington State. He is currently a Captain in Contra Costa County, CA. Andy has a visionary mind and has provided many of the conceptual aspects that are foundational to Tablet Command. Andy is passionate about continuing to improve the Tablet Command solution by using it in the field, learning from other users’ experiences, and sharing his experiences as part of the training team. Andy has a BA in Biology from Middlebury College, and prior to working in the fire service Andy was a science teacher.

Thank you so much for doing this with us! Before we dig in, our readers would like to get to know you a bit. Can you please tell us a story about what brought you to this specific career path?

With firefighting, there was just an allure that had been present since childhood. When I was about four or five, growing up in Central California, the simple preschool visits to the fire station were enough to hook me. But one specific event really drew me in: I spent part of my childhood growing up on the back side of the Santa Cruz Mountains, and one summer, the mountains surrounding our house went up in flames! I was on my front porch all day and night, watching the feverish but deliberate battle; retardant drops by large bomber-like airplanes and helicopters dipping in to make precision strikes, so that the hand crews below could march in to cut swaths of fire line and make forward progress on stopping the fire. This was all very seductive to me. I was a war movie nut with my dad, so to me this was like war without having to kill anyone. Years later, I was doing pretty well in the sciences in school and sort of talked myself out of becoming a firefighter. But ultimately, I needed to make money for graduate school, so I fought summer fires to sort of “get my fix and get it out of my system.” But, of course, I ended up falling deeply in love with the profession and dedicated myself to becoming a professional firefighter.

What does this have to do with Tablet Command software? Flash forward 20 years later, and to me, as a career firefighter in the field — or “on the floor” as they say in some parts of the country — I was keenly aware that there wasn’t really a modern tool capable of tracking our whereabouts and progress during an emergency. A horribly tragic event that happened about eight years into the job, sort of thrust this problem to the foreground. But, when I look back, I’d been dreaming up this idea in some form since the day I got hired.

Can you please share with us the most interesting story that happened to you since you began your career?

Anytime you’re dealing with people in need of emergency assistance, it’s all pretty interesting. I’d say one of the most interesting times in my career was during the Wine Country Fires in Napa, which is not too far away from where I’m based. That fire, along with several others in that five-year span from about 2013–2018, were mind-blowingly big, erratic, and seemed to take on lives of their own. When a division supervisor (the boss on a particular slice of the fire) tells you, “Don’t let any sparks or embers across this road or we’ll lose another town today.” it gets your attention. Again, the massive coordination of resources — equipment, people, aircraft, food, tools, fuel — we’ve been doing it for so long on paper, and there isn’t really a modern way to see live-action intelligence or situational status. But now that’s coming into view with Tablet Command’s technology. Several members of our company have been at the tip of the spear as working firefighters, and see how information (or lack thereof) can make situations better or worse. We’re making something practical for all of those ground-pounders out there who are fighting fires and dealing with emergencies everyday.

Which principles or philosophies have guided your life? Your career?

I think you gotta be real and honest with yourself. It’s not easy becoming a firefighter, but even still, once you become one you can hide in a station on the quieter side of town and still call yourself a firefighter. You can still have the tee-shirt, and you can still impress plenty of people with the title. However, that’s not enough for most, and that mindset can be dangerous.

I’ve always done my very best to work in environments that really represent our society. I’m turned off by the high-rent areas. To me, that’s not real, and it’s pretty homogeneous, although you don’t tear your body up as much. The real people are in the tougher parts of town; the tough neighborhoods where lots of things happen. I’m attracted to those environments where you’re going to get the most amount of reps on the job. It will expose your weaknesses pretty quickly, and it’s REALLY important to acknowledge them.

The type of person who becomes a firefighter is sometimes averse to being vulnerable, but it’s really important to say, “I suck at this particular part of the job,” or even more daring, “I’m afraid of this part of the job”. But then you fling yourself into it and challenge yourself to get really good at it, because it’s going to happen: that thing you feared or resisted or hid is going to lay itself right at your feet someday. You don’t like emergencies in long dark tunnels? You’re going to get that exact call someday. We can’t pretend to know everything, and we rely on those closest to us who know us the best to every now and again show us a mirror and challenge us to get better.

I think this is true when you’re building a business from nothing. You can’t strut around and pretend you know everything, and you also can’t be afraid of falling on your face and looking vulnerable. The type of people with false bravado don’t belong in the fire service, frankly, and they don’t belong in leadership positions of business. You have to be brave enough to surround yourself with smart people, and then trust them — that’s how a team really soars.

Ok thank you for that. Let’s now move to the main focus of our interview. Can you tell us about your “Big Idea That Might Change The World”?

The “Big Idea” is called Tablet Command. As working firefighters in the field, we’ve worked hard to create a digital platform for real-time emergency incident management. Think about the games of “Risk” or “Battleship,” which are modeled after military battle simulators. Tablet Command resembles these simulators, but in real-time with real-life assets, existing on a platform where the incident commander can deploy and redeploy resources to handle the emergency. The perimeter of the emergency is like a battle map, and the resources (firefighters, fire engines, helicopters, ambulances, police cars, etc.) are like game pieces. Tablet Command is a real-time intelligence tool with access to the most accurate map overlays, helping the incident manager to deploy their resources in the safest and most efficient manner.

How do you think this will change the world?

We are proud to say that Tablet Command has already changed lives by saving lives. Because of Tablet Command, four firefighters were able to escape being burned up during a “blow-up” (when fire behavior becomes explosive and erratic) in the massive 2018 Carr Fire that scorched Northern California.

We’ve been successful in enhancing situational awareness and creating a shared common operating picture with real-time incident viewing ability for our first responders in North America. And we’ve created access to information that has never been available to responders in the field before; every rank can participate in the information stream, and that’s a big change from just a few years ago. Combine this with faster notifications and alerting for emergencies where first responders are getting out the door quicker, and with a clearer mental picture of what’s going on.

We’re responding to every type of emergency faster, with better information, and making a tangible difference in people’s lives. And that’s a BIG DEAL.

Keeping “Black Mirror” and the “Law of Unintended Consequences” in mind, can you see any potential drawbacks about this idea that people should think more deeply about?

Tablet Command is a first responder tracking system in that it tracks assignments, time on task, and location of apparatus. At some point we’ll track individual personnel, too. We also have the potential to aggregate live drone footage, which could conjure up fears about “Big Brother,” surveillance, and the militarization of civil services.

In addition, we provide access to information and data that could be considered sensitive and personal, although we’ve taken stringent measures with regard to data and user security to ensure that this information will never fall into the wrong hands.

Today we have the ability to consume and display map data from multiple sources, including predictive fire behavior modeling. And we also have the potential to aggregate sensor data from multiple sources, including humans. So again, fears of us adding to a society governed by AI where the human factor is further removed from the decision loop, could raise fears. Currently, Tablet Command allows for all members of a fire department to view an incident being managed by an individual or team of people. That kind of real-time scrutiny has raised concerns about too much information being available to onlookers.

Was there a “tipping point” that led you to this idea? Can you tell us that story?

I’ve been a firefighter since 1998, and as I stated earlier I’ve always tried to work in the busiest areas that my department covered. I had personally been to several fires and had a couple of close calls leading up to 2007. In July of that year, my department lost two of our own in what was thought to be a standard or “bread and butter” house fire. Shortly after this tragedy I began working on that Engine Company where our firefighters had lost their lives. Every day I came to the station, I thought about that accident — it haunted all of us like a ghost. During that time, our fire department was doing a deep dive on operations as well, and I was tapped by one of my department’s chiefs to gather info on a firefighting tracking system that I had used in my previous department. Spoiler alert: It was totally analog.

On my days off I began digging out the materials for this tracking system, and it was spurring a lot of thoughts about the tragedy our department had suffered and how we could do things better. I distinctly remember taking a break from thinking about that incident and this tracking system, and picked up my NEW iPhone 2 and started playing a game called “Words with Friends.”

The game is essentially digital Scrabble where tiles populate 7 at a time (coincidentally, about the same number of emergency apparatus that show up to a fire). I realized I was playing with someone from somewhere else in the world, and it hit me that I was essentially exchanging information in a certain arrangement (specifically, arranged tiles) with that person. To me, the tiles looked like the same tokens we used on white boards to represent fire engines or fire crews on our analog makeshift command boards: think World War 2 battle maps where personnel with wooden wands push tokens around a battle map.

It was at that moment I realized that if we could keep the interface recognizable for the old fire commanders out there, and build some timers behind each action, we might be able to easily convert the fire service from analog to digital when commanding fires and tracking resources. We’d have a more accurate account of the emergency with respect to strategic and tactical movements of crews. After a few storyboard drawings, the concept of Tablet Command was born!

There had been a lot of talk about larger tablets coming out in the future, which essentially meant that this command map could happen on a larger scale that was shareable. This idea needed to live in the world.

What do you need to lead this idea to widespread adoption?

We need more forums for our currently successful users to evangelize and refer prospective users toward our product. The idea of implementing new technologies in public safety still has obstacles, and these are mainly psychological with some physical barriers. We perceive ourselves as “blue-collar” technophobes when we’re wearing the uniform, yet we’ll book plane tickets on Kayak, find a restaurant on Yelp, and navigate with Waze. It’s a tricky paradox, but our current customers really help us get the word out. We just need more of that more often.

What are your “5 Things I Wish Someone Told Me Before I Started” and why. (Please share a story or example for each.)

  1. Be really clear about what you want the technology to look like, and how you want it to act. We made assumptions about what we saw in our imaginations versus what others heard and produced. It took us a while to find a dev group who “got” us (ie understood the workflows of public safety).
  2. Don’t get “big leagued” by big money. We knew we were developing this concept in a small but reliable market. Money people would nod their heads but wanted quick turnarounds on money. Because that component was missing and this was a longer term play with lower returns (than Twitter), they would cast doubt on the idea. “Screw that, screw them, and move on to a believer,” is what we told ourselves. We stopped wasting time with VCs and went for smaller, more agile investors.
  3. 0% Churn is a very important statistic: As we continue to build a customer base, we have 0% churn and positive income. That should be worth a lot to a potential investor. We had investors that would poo-poo us because we sell to the government, but what they failed to see, and what we failed to tell them emphatically, is that once we were installed it was going to be a tough prospect to get us out. To this day we’ve had 100% contract renewals and growth within current accounts, year after year.
  4. You don’t need an MBA. Our domain expertise was all the education we needed, even if we were initiating this in a small market. If we own the market, then we win. We’re on that path now.
  5. Clearly define milestones early in the process: As brand new co-founders in a tough market, we kept our heads down and worked pretty hard for the first few years. We weren’t necessarily pausing to celebrate some of the early wins: The first enterprise customer, the first integration with 9–1–1 software, the first contract renewal. That was probably a function of being “in the weeds” while we built a company. As we’ve matured, we’re able to look back at our tremendous accomplishment — we built a company from a blank piece of paper and put something new in the world. We didn’t do this alone, however. The growth of our team has been proportionate to the growth and success of our product, and we’re proud of that. Early on it felt like ancient mariners fearful of sailing off the edge of the world, but eventually we found a new world across a vast unknown, and have been building momentum ever since.

Can you share with our readers what you think are the most important “success habits” or “success mindsets”?

One word comes to mind when I think about this question: Perseverance. Starting something on a blank piece of paper, even when it’s right in your domain, takes lots of time and effort. And there’s no exact recipe for success. The edges will be very ragged and the road is really really bumpy with lots of turns and switchbacks and detours. You will not be perfect and you will lose some battles — just be in it to win the war.

And it’s ok to spend purposeful, thoughtful time figuring out the product market fit, as well as experiment with which strategies will work best. Then you’ve got to make pivotal decisions and have confidence that your product will stick, without trying to “boil the ocean” and be something you’re not. As we began to narrow our mission, deepen our understanding of our market, and focus on customer success, we really began to see solid momentum. It’s ok to stay on this tack for a while, if not for the lifespan of the company, if growth is continual.

Some very well known VCs read this column. If you had 60 seconds to make a pitch to a VC, what would you say? He or she might just see this if we tag them 🙂

Tablet Command is the most highly-recognized and best end to end emergency response and incident command platform being deployed in North America today. LIke never before, Tablet Command brings faster notification, enhanced mapping and navigation, and accurate and timely incident tracking to firefighters and other emergency workers around the continent. Tablet Command has successfully disrupted legacy incident notification and emergency response data systems from around the country, and replaced it with faster and more streamlined technology that better represents a modern, intuitive, and recognizable interface.

Our customizable platform can easily be adapted for non-emergency events in other vertical markets with expansion of our team, and would result in larger opportunities in nearby markets. Tablet Command has been deployed in non-emergency events like Superbowl 50, The Rock and Roll San Diego Marathon, and the Mavericks Surf Contest.

With a team of domain experts and industry veterans, Tablet Command has successfully positioned itself to become the largest and most intuitive response, mapping, and management platform in the world.

How can our readers follow you on social media?

Instagram and Twitter: @TabletCommand

Facebook: @TabletCommandICS

Linked In: Tablet Command


Big Ideas That Might Change The World: “A First Responder Tracking Map” With Andy Bozzo of Tablet… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Big Ideas That Might Change The World: “AI-Powered Content Generation” with Robert Weissgraeber of…

Big Ideas That Might Change The World: “AI-Powered Content Generation” with Robert Weissgraeber of AX Semantics

We’re bringing the ability to scale writing to everyone at a time when content generation tools are a must for businesses that seek to succeed with perpetual business and cultural shifts. Everyone creating fact-based content can use AX Semantics to generate content. Our software is 100% SaaS-based. Everything is accessible via a desk or web browser with no programming or IT departments required. Imagine never having to update a product description, website or financial report just because the numbers may change. We’re really a solution for the digital age, and we’re giving companies ‘superpowers’ so they can effortlessly publish quality content and grow.

As a part of my series about “Big Ideas That Might Change The World In The Next Few Years” I had the pleasure of interviewing CTO and Managing Director, Robert Weissgraeber, at AX Semantics.

Robert Weissgraeber is the Managing Director and CTO of AX Semantics, where he heads up product development and engineering. Robert is an in-demand speaker and an author on topics including agile software development and Natural Language Generation (NLG) technologies and a member of the Forbes Technology Council. He was previously Chief Product Officer at aexea and studied Chemistry at the Johannes Gutenberg University and did a research stint at Cornell University.

Thank you so much for joining us! Can you tell us a story about what brought you to this specific career path?

I’ve always looked for ways to solve really difficult challenges through the power of innovation and technology. Writing — and the way it has traditionally been executed — has not seen significant innovation since the advent of the typewriter 200 years ago. I knew this was one area I could bring about change and Natural Language Generation (NLG) was the key.

As companies increasingly embraced the digital age, they found there was no way to create the amount of content they needed in order to ensure they had a robust online presence. I wanted to help companies gain access to NLG tools so they can scale content in more than 110 languages. My work at AX Semantics fits that bill perfectly.

Can you share the most interesting story that happened to you since you began your career?

Written content is a big part of our everyday lives and interactions. Take Alexa, for example. Below Alexa’s voice output, there is text. One of our biggest challenges with NLG technology is that it can be used everywhere and across multiple verticals. So, the question became “Where to start?” It’s just not possible to dive into everything and ‘boil the ocean’ when you have limited resources.

We decided to take on the challenge by removing ourselves from making that choice. Instead, we opted to educate our users on why natural language generation is necessary, how it works and let them decide on the ‘what,”- essentially letting them tell us their needs, and then acting accordingly upon them. The approach worked well: we’ve already seen the creation of at least three new verticals from our product without us doing the innovation.

Which principles or philosophies have guided your life? Your career?

I believe that decentralized acting leads to innovation. Every single person on a team should be responsible for innovative thinking, not just one centralized person. Every single suggestion or micro-decision should be considered to bring about new ideas and areas for growth. This kind of thinking can increase innovation by a factor of 10x instead of the usual consensus-based 2x increase. In our case, it’s our customers as well who are enabling innovation by suggesting forward-thinking use cases for NLG and areas for possible expansion.

Ok. Let’s now move to the main focus of our interview. Can you tell us about your “Big Idea That Might Change The World”?

We’re bringing the ability to scale writing to everyone at a time when content generation tools are a must for businesses that seek to succeed with perpetual business and cultural shifts. Everyone creating fact-based content can use AX Semantics to generate content.

Our NLG software powered by AI and natural language processing (NLP) effortlessly creates content that can populate an entire website, fill a news section with earnings reports, generate product descriptions for e-commerce, expertly manage financial services and regulatory reporting, automate the writing of clinical study reports in the pharmaceutical sector and more. Our NLG software can do this in more than 110 languages, in a manner of minutes — with a streamlined translation process that makes it easy to enter new markets.

Our software is 100% SaaS-based. Everything is accessible via a desk or web browser with no programming or IT departments required. Imagine never having to update a product description, website or financial report just because the numbers may change. We’re really a solution for the digital age, and we’re giving companies ‘superpowers’ so they can effortlessly publish quality content and grow.

How do you think this will change the world?

The rapid expansion and adoption of the internet has changed everything and content generation is the latest seismic shift in the printed word. Where once companies had to hire writers and editors to manually create and edit content, NLG tools offer a real alternative where ‘hybrid’ content is born from a partnership between man and machine.

Journalists, for example, will be able to focus more on actual insights, background stories, investigations etc., instead of just creating mind-numbing, manual, repetitive content in existing structures. They’ll be able to focus on being more creative. Really this is the first innovation that’s happened to the written word since the Gutenberg printing press, typewriter and word processor. It’s exciting!

Keeping “Black Mirror” and the “Law of Unintended Consequences” in mind, can you see any potential drawbacks about this idea that people should think more deeply about?

You have to use NLG technology to create precise, hyper-personalized communications; otherwise you just create more content with no real depth that just gets ignored. Content generation is not just about quantity: quality matters equally. On the other hand, mass-influence like propaganda and deliberate fact distortion is a thing, so we conduct screening of our users and use cases to avoid political or violent content.

Was there a “tipping point” that led you to this idea? Can you tell us that story?

This question actually goes back to my point on decentralization and how having ‘many minds’ on a project leads to innovation. There was a tipping point. A colleague was asked to write 1200 stories and 300 articles, for summer and winter each. He needed to write them in English and German, and it would be a monumental task. That was our main business at that time. In order to find a better way, he started writing a little code to help create that amount of content, which led us to the infinite possibilities and use of NLG and NLP technology.

What do you need to lead this idea to widespread adoption?

We need greater awareness among people that NLG and NLP offer real solutions to generating the written word. Five-hundred customers strong — and growing- we are a market leader with four other vendors in our space, e.g. Arria, Narrative Science, Yseop and Automated Insights. That’s still five to six levels of magnitude, however, below what’s possible. Most writers and analysts are still only looking no further than Word and Excel, when they could be doing so much more, faster, easier and with better results.

What are your “5 Things I Wish Someone Told Me Before I Started” and why. (Please share a story or example for each.)

  1. Don’t expect to be an overnight business sensation. Things will take longer than you think. We’re now in year four, and we’re still not Google.
  2. Remember after every big challenge there is another one waiting, so don’t promise yourself that after you solve a big issue everything is all ‘green.’ Make sure to also build structures and processes that last and act as a foundation to solve the next big problem that comes along.
  3. Hard problems make for hard pitches. If you don’t want to promise the typical magic, black box AI, you have to introduce transformational changes to your customers, which takes a lot of effort.
  4. Products are much harder to create and validate than services are. You miss the early validation of a signed project contract while building and your assumptions can work against you.
  5. You don’t have to check every box or fill every list. Work within the parameters set before you. Be agile and adapt when necessary.

Can you share with our readers what you think are the most important “success habits” or “success mindsets”?

Daily communication with your team is vital to success. No team can bring your vision forward or to fruition if you’re hiding in your office thinking and defining stuff by yourself.

Some very well known VCs read this column. If you had 60 seconds to make a pitch to a VC, what would you say? He or she might just see this if we tag them 🙂

“We are already successfully changing the world for our hundreds of customers in e-commerce, media, financial services and pharma, so let’s get AX Semantics out to more of them!”

How can our readers follow you on social media?

I love connecting with new people and thought leaders. You can follow me on Linkedin or on Twitter — though be aware you’re bound to see lots of cooking and #food coma pictures.

Thank you so much for joining us. This was very inspirational.


Big Ideas That Might Change The World: “AI-Powered Content Generation” with Robert Weissgraeber of… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

The Future Is Now: “AI To Help You Buy An Engagement Ring” with Michael Pollak of Hyde Park…

The Future Is Now: “AI To Help You Buy An Engagement Ring” with Michael Pollak of Hyde Park Jewelers

We have disrupted an underwhelming, legacy business model with AI, Machine Learning, and Computer Visioning to reset the consumer experience and facilitate more personalized choices, dynamic pricing and customization. It is designed to help people navigate their purchase journey with data based insights and personalization that has never before been available under one cohesive platform.

As a part of our series about cutting edge technological breakthroughs, I had the pleasure of interviewing Engage Founder, Michael Pollak, Chairman of Hyde Park Jewelers.

ENGAGE App Founder + CEO, Michael Pollak, has served as the Founder and Chairman of Hyde Park for the last several decades, with over 44 years in the jewelry business.

Michael started his career by selling turquoise and Indian Jewelry after class on the lawn of Denver University in 1973, where he graduated with a BSBA. Michael has spent extensive time in New York, Geneva, Vicenza, Tel Aviv and Hong Kong cultivating his skills, knowledge and expertise in the field of gemology, fine jewelry and Swiss timepieces.

With over 44 years in retail management, developing 10 regional, luxury jewelry and watch stores, Michael Pollak became Chief Executive Officer of Hyde Park Jewelers in 2007. Michael has received numerous industry awards including an induction into the National Jeweler Retailer Hall of Fame 2008, Ernst & Young, Entrepreneur of the Year in 1999. Michael has served on the Board of Directors for Diamond Empowerment Fund, Jewelers of America, Natural Color Diamond Association, Denver Health Foundation Board Chairman, and the Mizel Institute. Michael has also served in the past as a board member of the Anti-Defamation League, Co-Trustee of YouthBiz, and President of Luxury Jewelers Resource Group.

Michael founded Diamonds in the Rough, a non-profit organization to support the efforts of youth based non-profits and local charities in their quest to reach their goals. The Diamonds in the Rough Foundation has raised close to $4 million for more than 50 charitable organizations. In 2016, Michael and his wife of 38 years, Shereen, were honored by the Anti-Defamation League Mountain States Regional Office at their 75th Anniversary Gala with the Community Impact Award. In 2017 Michael was honored by the Women’s Jewelry Association receiving the Ben Kaiser Award. Michael received the 2018 Wellington E. Webb Award for his Outstanding Achievement in Healthcare Philanthropy.

Michael has transitioned to a strategic advisor as Chairman with Hyde Park as the award-winning company by focusing on quality, value, selection and customer service. Michael has been essential in driving the expansion of Hyde Park into targeted markets by creating the presence of a full-service luxury jeweler, offering exclusive designers and timepieces. He has focused most of his resources on a combination of business strategy and vision, philanthropy and the omni-channel future of a disrupted retail marketplace. His greatest passion is his family and the heritage of the Jewish people.

Engage is Michael’s latest endeavor, officially launching for August 2020. The AI technology based App is sure to revolutionize the jewelry market, namely the engagement ring buying process. The innovation provided by the App changes the entire experience of ring shopping, bringing the experience to you.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

It was 1973 and I was a student at the University of Denver. I was presented with an opportunity to get into the Turquoise and American Indian Jewelry business. I started from the ground up, literally! My first retailing venue was the main lawn outside of the largest classroom building.

Can you share the most interesting story that happened to you since you began your career?

I don’t know precisely why but a story from 35 year ago stands out the most. My Wife, Shereen was going into labor with our daughter Jennifer and about to give birth while across town at our first retail store we were being robbed. I guess in hindsight gave us a great perspective about work / life balance and reminded me to always put an emphasis on family first.

Can you tell us about the “Bleeding edge” technological breakthroughs that you are working on? How do you think that will help people?

We have disrupted an underwhelming, legacy business model with AI, Machine Learning, and Computer Visioning to reset the consumer experience and facilitate more personalized choices, dynamic pricing and customization. It is designed to help people navigate their purchase journey with data based insights and personalization that has never before been available under one cohesive platform.

How do you think this might change the world?

I believe that we have the ability to modernize the Engagement Ring buying experience by turning the process upside down and delivering fundamentally better outcomes along the consumer journey. One area that we have been largely focused on which has plagued our industry is the notion of sustainability. To achieve leadership in this category we have embraced Lab Grown diamond alternatives and built the subset into our platform.

Keeping “Black Mirror” in mind can you see any potential drawbacks about this technology that people should think more deeply about?

Quite the opposite! Our “Mirror” creates Transparency, Ethical Standards and Empowers the user in their quest to purchase the perfect ring.

Was there a “tipping point” that led you to this breakthrough? Can you tell us that story?

After 45 years in the industry, I became tired of the overt salesmanship fueled by half truths in the Diamond business. Consumers are making highly emotional decisions based on branding elements or where they thought they could find the best deal. I routinely experience first hand people getting hustled under the cloak of buying from a “wholesaler” only to be sold at a lousy quality and a mediocre price point.Today’s consumer have created online profiles which each tell a one of a kind story. Our technology recognizes the defining characteristics which make us all unique and presents options based on those preferences.

What do you need to lead this technology to widespread adoption?

We are taking advantage of modern communications channels and have a robust digital and PR push to spread awareness and educate consumers but nothing sells like word of mouth and our best marketing efforts always lead us to direct consumer referrals or testimonials.

What have you been doing to publicize this idea? Have you been using any innovative marketing strategies?

Engage is currently leaning into the at-home consumption trend and fully optimized for mobile on-the-go transactions. With the majority of bricks and mortar establishments on hold or facing limited operations its actually a very timely opportunity for us to communicate the platform and give consumers a new option in their consideration set.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

I must admit I’m a diehard listener of Scott Galloway, he’s an NYU professor who hosts a few podcasts and newsletters and just someone who I think really understands how technology has and will continue to disrupt and improve our modern lives. Additionally, I would be remiss not to mention Elon Musk. The way he has successfully challenged major industries from FinTech, Automotive, Solar and Space is beyond comparison and I really appreciate his devotion to human exploration and invention.

How have you used your success to bring goodness to the world?

I founded a charitable organization called The Diamond in the Rough Foundation that has raised and donated millions of dollars to organizations working in a variety of fields including children’s well-being and growth, health and human services, the environment and other civic organizations.

What are your “5 Things I Wish Someone Told Me Before I Started” and why. (Please share a story or example for each.)

I have three gems that would always want to pass on to future generations, the first and most importantly is to never compromise your integrity or ethics regardless of the situation, the second is to always stay ahead of the power curve and finally to preserve capital and ensure you’re always in the game no matter what.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I am deeply devoted to an ancient biblical concept of Tikkun Olam, which calls on humanity to do their part to leave the world in a better place than the one they inherited. I think it has so many applications and is a guiding philosophy in both my work and my relationships.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

Listen to others who have achieved success in their lives regardless of their personal endeavors, but above all believe in your intuition. You have to feel right in your gut and be willing to commit to the outcomes you’re seeking in order to achieve them.

Some very well known VCs read this column. If you had 60 seconds to make a pitch to a VC, what would you say? He or she might just see this if we tag them 🙂

Engage has reinvented the diamond engagement ring purchase experience for a modern consumer leveraging state of the art technology to redefine the entire sales process.

How can our readers follow you on social media?

@EngageJeweler


The Future Is Now: “AI To Help You Buy An Engagement Ring” with Michael Pollak of Hyde Park… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

The Future Is Now: “A Tech Tool That Can Help Identify Hidden Talents” with Nancy Parsons of CDR…

The Future Is Now: “A Tech Tool That Can Help Identify Hidden Talents” with Nancy Parsons of CDR Assessment Group

My hope is that it will change the world by helping individuals who are working age, including college students and veterans assimilating back to civilian life, to fully understand their own gifts, innate capabilities, talent, intrinsic motivators and inherent risk factors that can undermine their success. CDR-U Coach is also ideal for helping people find hidden talents and strengths that have been underutilized that can be developed to make positive career changes. What we have found too often, is that many people are unclear about the best career or education path for themselves, so frequently they pursue the wrong type of jobs and majors. This is not only frustrating for them, but it is costly. We can prevent these career and college major missteps by helping people gain a keen sense of self-awareness to make sure they are steering their careers onto the best path congruent with their inherent strengths, gifts and motivational needs. Also, when people are in the best-fit job roles, they are highly productive, successful and happy.

As a part of our series about cutting edge technological breakthroughs, I had the pleasure of interviewing Nancy Parsons.

Nancy Parsons is one of today’s foremost experts in combining the science of assessments with the art of developing people. She is the CEO/President of CDR Assessment Group, Inc. that she co-founded with Kimberly R. Leveridge, Ph.D. In 1998, together they authored the break-through CDR 3-Dimensional Assessment Suite® an ideal coaching tool translated to five languages for global clients. With over 33 years of experience, Nancy has published two books and more than 70 articles on leadership and development. She works with global leaders to accelerate success by helping them identify and develop their true talent at the launching point of a coaching engagement.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

Absolutely, thank you for taking the time to chat with me. Once I moved into HR in the energy sector as a generalist that also handled labor relations, I started to gravitate more to leadership development and talent development. By the late 80s, I was designing 360 performance feedback instruments for an energy pipeline company where I was the HR director. I figured out that the best way to solve “people” problems in the workforce was to get ahead of them by helping leaders to be more effective. I grew weary of the fire fighting in HR, and shifted my focus to leadership development. In the ’90s, I moved into training leaders in coaching skills, and then became an executive coach. Once I was introduced to personality and motivational measures, I was hooked and saw this as the best way to revolutionize leader performance and development. In 1998, my business partner and I started CDR Assessment Group, Inc. and haven’t deviated from that vision since.

Can you share the most interesting story that happened to you since you began your career?

Years ago, we did a large redeployment project for an energy company. They were laying off employees on one side of the business yet had a few openings, and one was for systems analysts. We were hired to find, through our assessment, those who had the innate capabilities for these jobs that could be successfully trained.

Candidates who applied for these opportunities were screened solely based upon their CDR assessment test scores. Less than 20% of applicants made it past these test score hurdles. Keep in mind, our assessments are objective, diversity neutral with no adverse impact. Interviews of the screened through candidates were then conducted and whether candidates were successful or not, all were afforded coaching with their own assessment results.

Becky Warberg was one of the chosen candidates. I interviewed her about a year after being hired and she said: “This was personally the best thing I have ever done… The most impressive part of the redeploy selection process itself was the coaching feedback I received with my assessment results. It is something I recommend to everyone. I feel extremely fortunate that I was part of this initial group.”

Curious to see how she was doing 16 years later, I checked Becky’s LinkedIn profile and was thrilled to see how her career had soared within the technology field and in leadership. I sent her a message and she replied: “The value of your work has impacted my life tremendously in such a positive way. When I applied for the program, I was thrilled at the prospect but honestly questioned whether I would be a good match, and then your assessments boosted my confidence so much. Thank you. Thank you. THANK YOU!”

It is so rewarding and encouraging to see these stories unfold from the hard work we have put into building and growing our business, and to be able to see how our work has positively impacted the lives of our clients over the years.

Can you tell us about the “Bleeding edge” technological breakthroughs that you are working on? How do you think that will help people?

CDR-U Coach is a revolutionary product in the learning and development technology space combining existing technologies and creative technical programming while using personalized assessment data in a different way. CDR-U Coach provides an online, personalized avatar debrief to individuals based on the full results of the CDR 3-D Suite assessments. Because of the rich data source and complex algorithms, no two users have the same feedback. It is that personalized! CDR-U Coach offers a more comprehensive assessment that is completely personalized and connects results across three modules. CDR-U Coach gives users clear and candid language, providing examples and developmental suggestions along the way. It provides an AI-type experience for users because of the analytics involved. CDR-U Coach is completely virtual which is especially ideal today with so many employees working at home. This means it is available 24/7 to users. This is the first of its kind!

How do you think this might change the world?

My hope is that it will change the world by helping individuals who are working age, including college students and veterans assimilating back to civilian life, to fully understand their own gifts, innate capabilities, talent, intrinsic motivators and inherent risk factors that can undermine their success. CDR-U Coach is also ideal for helping people find hidden talents and strengths that have been underutilized that can be developed to make positive career changes. What we have found too often, is that many people are unclear about the best career or education path for themselves, so frequently they pursue the wrong type of jobs and majors. This is not only frustrating for them, but it is costly. We can prevent these career and college major missteps by helping people gain a keen sense of self-awareness to make sure they are steering their careers onto the best path congruent with their inherent strengths, gifts and motivational needs. Also, when people are in the best-fit job roles, they are highly productive, successful and happy.

Keeping “Black Mirror” in mind can you see any potential drawbacks about this technology that people should think more deeply about?

Of course, there are aspects of this that could pose drawbacks that we are constantly testing, making improvements, and continuing to think about. Over the last 3 months, we have completed beta testing to gather specific feedback from users. Keep in mind, our assessments go very deep and are extremely comprehensive. They are nothing like the popular Myers Briggs or DiSC, which are tests that match you to a particular set of types. Our CDR 3-D Suite is more serious and far more personally insightful and useful. The virtual CDR-U Coach provides a debrief in three modules: CDR Character Assessment (40 minutes), CDR Risk Assessment (20 minutes); and, CDR Drivers & Rewards (20 minutes.). At the front end, it also takes the user about 45 minutes to complete the assessments. So, the first drawback is the time involved by the participant. We know from research that most people’s attention span for e-learning is about 5 minutes or so. However, our hypothesis was that users would stay engaged because it was “all about them.” Thankfully, our hypothesis has been proven true in our pilot testing phase.

The other potential drawback can be based on someone’s scoring configuration on the assessments used by CDR-U Coach. Without having a live coach to conduct the initial debrief, we wanted to be sure that there are language safeguards or reassurances for those prone to negative reactions. For example, if an individual has a very low “Adjustment” score, this means that they lack self-confidence, are hard on themselves and others, and are not resilient to stress. On the positive side, they often push themselves quite hard and are intense about getting things done. However, this individual tends to look at all their personal flaws and negatives rather than focusing on their strengths and gifts. So, our challenge is for CDR-U Coach to help them really get clear on their strengths and accomplishments, and to stop beating themselves up. They will always be tough on themselves, but often it is to their own detriment. So, we try to help them appreciate the positives and to find ways to look at these each day, rather than only seeing the negatives.

There are a number of personality-based CDR Risks that we identify that also need careful coaching and developmental analysis and suggestions that we provide or facilitate through CDR-U Coach. Last, we are providing a safety net option of three, one-hour “live” coaching sessions at a discounted fee so that those who might need it can talk to a live CDR Certified Executive or Career Coach. Longer term live coaching packages and team development are available too.

Was there a “tipping point” that led you to this breakthrough? Can you tell us that story?

Clients regularly tell us that the CDR 3-D Suite accelerates success, drills deeper, uses candid language, and offers more relevant insights than other instruments. The problem has been, however, that delivery or coaching is very manpower intensive, expensive and not scalable. This meant that only the top executives and leaders were afforded their assessments with a coaching debrief, which made our sales and marketing limited within the tight, highly competitive assessment space. The tipping point happened a few years ago after some eye-opening client feedback from The US Army Civilian University’s CLO. She mentioned how wonderful, though not feasible, it would be for the organization’s 10,0000 employees to take the assessments and receive in-depth feedback. She wanted to know if we could come up with some kind of online multimedia debrief. I said, “Yes, I think we can.” So here we are today, thrilled to present the solution to this dilemma. Now, with CDR-U Coach, all levels of an organization can share in assessment and coaching feedback previously reserved exclusively for executives. The data can then be used for succession planning, custom training, capability analysis and more. It is great for both the employees and the enterprise.

What do you need to lead this technology to widespread adoption?

We need more visibility in the marketplace. We need our new sales representatives to sell to prospective clients. We have hired two marketing firms, one for strategy and one for digital marketing and our website. We have also retained the services of a PR firm to publicize our launch and CDR-U Coach. We need articles, media interviews, and, mostly, opportunities to showcase CDR-U Coach and the benefits for both employees and their organizations. We need every opportunity for positive exposure that we can get.

What have you been doing to publicize this idea? Have you been using any innovative marketing strategies?

We are working with a PR firm to execute a thoughtful and strategic media and social media plan for the launch of CDR-U Coach in a way that will both highlight the features and advantages of the product. In addition to widespread distribution of our press release announcing the launch, our PR team will be focusing on trade publications so that HR directors, employers and other leadership can be made aware of CDR-U Coach for their employees and staff. While strategic social media use is not typical for an assessment product such as this, we have planned a very social media-forward launch campaign that we hope will make CDR-U Coach more accessible to the new generation of leaders and innovators.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

Goodness, I’ve had many great managers and mentors on my journey. I think it is a blessing that early in my career in Human Resources and Labor Relations, hiring managers seemed willing to take a risk on me. I originally believed that I was an unconventional candidate, as it took me 10 years to earn my college degree. When I was first promoted into HR from a purchasing administrative role, I was selected over nearly a dozen college graduates at the time.

I had several bosses along the way who trusted me and helped me develop (Bob Howey, Rick Taylor, and Joe Swift) and I am thankful for their guidance. On psychological and motivational assessments, I was personally mentored in the mid 90s by Bob Hogan, Ph.D. and even assisted him on coaching projects. Last, my husband has been my rock and supporter too and no matter the ups and downs of my entrepreneurial challenges, he’s been nothing but supportive. Even with CDR-U Coach, where I invested heavily from our personal funds to form a new LLC, he has been all in with support. I am very lucky for my past bosses, mentors, and Bill, my husband. There are others, of course, but I save that for a book!

How have you used your success to bring goodness to the world?

What I get to do by working in the leadership field is help people see what makes them shine. For 22 years, it has been so exciting to help clients realize and truly understand what is so good about themselves. We’ve helped a lot of coaches, nonprofits and churches to build strong leadership and workplace foundations. One of my favorite projects, that brought me joy, is our work with veterans to get their careers back on track. Through “Vets Coaching Vets,” which I founded, we’ve trained veterans to become successful coaches to other veterans looking to re-enter the workforce. What we do is help people find their own riches. Even before CDR, when I was in HR, I would always fight for fairness. Through my success with CDR Assessment Group, we were able to create CDR-U Coach, which makes it possible for us to reach and help all, not just the top of companies. That is by far the most exciting and rewarding part of it.

What are your “5 Things I Wish Someone Told Me Before I Started” and why. (Please share a story or example for each.)

Since I have been an entrepreneur for more than 22 years, I have developed “business sea legs.” Fortunately, I took many classes on running a small business as I ventured away from corporate HR roles.

  1. Going into business is hard, takes a lot of work, and is not for everybody. You have to be flexible enough that when you get knocked down, you are able to get right back up and try again. Coming from a corporate workplace, my first business venture on my own was jarring, as I was used to being provided with all of the resources I needed, but now was having to play every role and anticipate all business needs.
  2. The second thing I wished someone had warned me of is starting your own company can oftentimes be lonely. Because it was just me, I found that I had to constantly reach out to stay connected — this was before social media days. I missed being part of a team and large organization
  3. The third, is that marketing your business requires a multitude of ongoing efforts, not just one, and you must be persistent.
  4. Fourth, you must protect intellectual property by filing for certified trademarks, copyrights, and patents as appropriate. In 1999 to 2000, CDR had to protect our copyrights in Federal Court. A couple of consultants used our copyrighted materials in their published book without permission, claiming rights to them. We prevailed in court because I had registered the certified copyrights with the government. If you do not formally register your copyrights, you cannot protect your intellectual property in court and receive damages. Had I not done this, I would not be here today, and CDR-U Coach would not exist.
  5. Fifth, purchase good business insurance.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

If I could inspire a movement, I would it to be centered around making sure that others were keenly self-aware of their strengths, capabilities and talent. I want them to be clear about what they enjoy and love to do. Last, I want them to know their personality-based risk factors so that these traits that show up under stress and adversity do not undermine their success. I want people to find careers that tap into what is best about them and to do the kind of work they are passionate about and are happy to do. In 1998 when we founded CDR, we used this quote and it is still why we do what we do:

“ The greatest good you can do for another is not just share your riches,

but to reveal to him, or her, their own.”

– Benjamin Disraeli

(edited 2017 by CDR for gender notation)

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“The question isn’t who is going to let me;

it is who is going to stop me?”

Ayn Rand

Early in my career, I always sought to stand up for what I believed in and to speak with candor. I remember once holding a position that was many levels below the president of the company when we wanted to fire someone. These terminations had to be approved by the president. We had completed a full investigation on this employee and the president questioned whether it was the right decision. To the shock of my bosses and colleagues, I pushed back and was confidently assertive about the matter with the president. I always thought, “I’ll just do the right thing and if they fire me, I’ll get a job somewhere else tomorrow.” Turned out that after standing up for what we found were the facts at hand, the president respected me more for speaking my mind and standing up for the truth.

Some very well-known VCs read this column. If you had 60 seconds to make a pitch to a VC, what would you say? He or she might just see this if we tag them 🙂

We are shaking up the world of talent development. On July 15th, 2020, we launched the first of its kind — an online approach to transform how organizations develop talent, top to bottom. This virtual approach is ideal for post-COVID work flexibility. In addition, we’re proud of how this solution can accelerate diversity and inclusion efforts by getting past human biases and systems that too often do not let true talent shine through.

In-depth assessments and coaching are provided to top executives in organizations, leaving mid and lower levels without because it is considered too time and cost prohibitive. This means that more than two-thirds of an organization’s talent is left with only generic training resources that do not individualize learning or develop talent effectively. Our new scalable product, CDR-U Coach, offers personalized, always available, coaching feedback based on the results of the most in-depth assessments available on the market today. Driven by complex algorithms leveraging rich data and delivering predictive results, CDR-U Coach provides an A/I type experience for users with no two individuals receiving the same feedback — it is that personalized. CDR-U Coach is backed by 22 years of data history through CDR Assessment Group, Inc., who provides assessments and personal coaching feedback to the leaders of some of America’s best companies.

CDR has hired two marketing firms: one to develop the marketing strategy, pitch decks, and tactics; and the other to handle digital media and the website. We have also hired a publicity firm to support the launch, press events, articles and social media. We have hired one inside sales representative and two outside sales representatives with strong books of business in our industry.

Our five-year revenue projections are (confidential but terrific) and the market potential for CDR-U Coach is in the billions of dollars. Currently, companies are spending between two and four billion dollars per year on assessments globally. The talent development and leadership development dollars spent are 169 billion in the US and 370 billion dollars globally. Our target market companies spend $1,544 per employee annually. CDR-U Coach is priced at $650 per user with extra fees of $50 each for the action planning modules. The margins are exceptional on this scalable digital in-depth assessment and coaching feedback solution.

How can our readers follow you on social media?

My linked in profile is at: https://www.linkedin.com/in/nancyeparsons/

Our company website is: www.cdr-u.com and www.cdrassessmentgroup.com and my speaker website is www.nancyparsonsspeaks.com

Facebook: https://www.facebook.com/cdruassessmentgroup

Instagram: https://www.instagram.com/cdrugroup/


The Future Is Now: “A Tech Tool That Can Help Identify Hidden Talents” with Nancy Parsons of CDR… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Heroes Of The Addiction Crisis: How Dr Jean LaCour of NET Institute Center for Addiction and Recove

Heroes Of The Addiction Crisis: How Dr. Jean LaCour of NET Institute Center for Addiction and Recovery Education Is Helping The Workforce To Avert The Clutches of Addiction

I am inspired by the people who find us and enroll in our training and certification programs. Currently we have online students from 28 nations in our Professional Recovery Coach program. Most have a deep desire, even a calling, to serve people and families facing addiction. They are “addiction aware” and “recovery minded”. Collectively these people are a force multiplier in treatment services and make great Workforce Recovery Champions in businesses, schools, universities, healthcare, impaired professional programs, etc.

As a part of my series about “Heroes Of The Addiction Crisis” I had the pleasure of interviewing International thought leader, Dr. Jean LaCour, co-founded NET Institute Center for Addiction and Recovery Education in 1996 to train professional addiction counselors and in 2014 launched a program to train and certify professional recovery coaches. Passionate about building bridges, she has led a coalition of 1,000+ people in 100+ nations, trained 1,000s of people in 35 nations and inspired change in Russia, Pakistan, Bermuda and Egypt. This fall, she and her team are introducing a new program to address Addiction in the Workforce, which has been dramatically exacerbated by the current pandemic. https://www.recoverycoachtraining.com/

Thank you so much for doing this with us! Can you tell us a bit of your backstory?

My backstory : In 1989, I had recently sold my successful Montessori school and was trying to ignore my husband’s escalating drinking and clinical depression. A dear friend gave me a copy of Codependent No More and said, this is what WE are. The book nailed me. I needed help if we were going to make it. I found that help at a local treatment center that had a support group for family members even if their loved one was not in treatment. By the end of the year my husband lost his CEO job of 14 years due to his drinking and we lost our home and everything else. It took a few years to move from crises to stable recovery.

Is there a particular story or incident that inspired you to get involved in your work with Substance Misuse and Addiction?

One gloomy evening in July 1992, I arrived in Moscow, to assist a group of Russian professors for three months. Seated alone in an old taxi, I made my way across the vast grey Soviet landscape of that great city. Everywhere I looked my eyes locked onto massive public drunkenness, scenes of violence, and misery. I was struck to my core knowing this level of addiction was the future of my own country and those I love, if we ignored the heartbreak of addiction.

But how could one person respond to such suffering? In that moment, I made the decision, based on my own family’s struggles, to share everything I knew about addiction with anyone who would listen. That decision has led me to 35 nations.

In 1996, my husband and I opened a nonprofit Institute in Florida to equip everyday people with Addiction Counseling and Recovery Support skills that meet professional standards. This led me into the deserts of Egypt to establish a training program for thousands of people and today 60 NEW addiction programs treat people of all faiths across that region. The Institute has trained over 40,000 people worldwide and is part of a global addiction network in 100 nations, which I led for many years.

Can you explain what brought us to this place? Where did this epidemic come from?

Covid-19 induced stress levels are at an all-time high as more people are descending into the self-destructive world of addiction to cope with the unknown. I call it a pandemic within the pandemic. Overnight the US workforce has been redefined and redeployed into three main employee categories: 1) remote or working from home 2) working onsite with a reduced team and 3) essential workers such as healthcare, emergency services, food distribution, etc.

Individuals in these three major categories have been impacted in their roles, responsibilities, work product, use of technology, plus team support and dynamics within fluctuating routines, structures, and timetables.

Each one of us has different levels of resiliency, relationships, or resources to weather the intense storms and upheavals of life. It is not uncommon for someone to begin to use or increase use of substances like alcohol, marijuana, prescription medications, or engage in behaviors like overeating, online pornography, gaming, or shopping to relieve the pressures of the unknown. From experience we know these substances and actions are effective to quickly “medicate” and numb the pain.

The current ongoing anxiety is very real and growing as we worry about getting sick, wearing masks, and adapting to the ‘new normal’ of working remotely, managing home schooling for our kids, facing loss of income and loss of social contact while the media amplifies political hostilities and civil unrest.

Statistics abound about alcohol sales being 55% higher in the first weeks after Covid-19 hit, and this stat is just the tip of the iceberg. The fact that liquor stores were considered essential and therefore allowed to stay open during lock-down is a staggering commentary on our addicted society. Amid such circumstances it can be a quick progression from normal social use of these substances or behaviors to increased misuse to manage stress. This is when a person is most at risk for becoming addicted.

Can you describe how your work is making an impact battling this epidemic?

This fall my organization, NET Training Institute, is launching the International Center for Addiction and Recovery Education (I-CARE). This new program will address employee performance issues based on the concept of Emotional Sobriety and personal resilience. This approach will avert the hidden costs of employee misuse and addiction. It will be available for businesses intent on proactively addressing the needs and issues of remote workers, onsite workers, and essential workers. The Institute will train and certify workforce facilitators to support positive change and mitigate risk and healthcare costs through nonclinical services. We are currently attracting Wellness and Human Resource Professionals, Executive and Corporate Coaches, Counselors, and others who appreciate the power of proactive, preventive measures to help colleagues, companies, and communities recognize and avert the clutches of addiction.

Wow! Without sharing real names, can you tell us a story about a particular individual who was impacted by your Workforce initiative?

Our interest in partnering with the business community began in 2008 when I was invited to a regional business networking breakfast meeting. I was told that many network members were planning to mentor or adopt a local nonprofit or social impact organization. To my surprise, the CEO of the network asked me to be the guest speaker at their next meeting. I tried to decline the invitation, assuming they would not be interested in one of my addiction lectures. I struggled with topics and settled on what has become my keynote talk called, “The Cost of Doing Business in a ‘High’ Society.” Everyone had on their public ‘game face’ and listened politely. I thought I had bombed big time with my brain scans and workplace stats, but then, one by one, people came up to shake my hand and privately tell me about their alcoholic father or daughter or their own recovery. I was floored! And the grinning CEO hugged me and booked me to speak immediately at four upcoming venues!

Can you share something about your work that makes you most proud? Is there a particular story or incident that you found most uplifting?

Besides my ongoing work in training addiction workers in developing nations, there is one incident I’d like to share with your readers from 2008. Our board hosted an open house to invite people from the business networks I mentioned earlier. We went to great effort to set up displays and photos at different places in our offices so we could tell our story and cultivate new donors.

After the short tour, we gathered everyone together for coffee and to ask for support. To our amazement people were quietly telling each other and some of our staff about their personal and family addiction problems. I quickly assessed we needed to intervene so these precious people could share and debrief years of feeling alone with their private pain. I divided them up and assigned our trained staff to facilitate each group — people raised in alcoholic homes, others struggling family members, and even a men’s group. It filled my team with gratitude and joy to see these business people who appeared so successful, responding to the safety and warm acceptance we offered. Addiction touches all of us regardless of our age, race, gender, economic, social, educational status. This is why we talk about the miracle of recovery.

Can you share three things that the community and society can do to help you address the root of this problem? Can you give some examples?

Prior to Covid-19 the major public health catastrophe facing the US was clearly the opioid crises.

  • From 1999–2018 approximately 450,000 people died from an overdose involving any opioid, including prescription and illicit opioids.
  • In 2018, 67,000 people died from a drug overdose, 70% of these people were involved with opioids. https://www.cdc.gov/drugoverdose/epidemic/index.html

The CDC is the US federal agency dealing with public health; its full title is the Center for Disease Control and Prevention. I am an Internationally Certified Prevention Professional (CPP) and value the principles and guidelines of the prevention profession. I began with the CDC to align our efforts to have the greatest impact.

Prevention strategies include assessing risk factors versus resilience factors in the context of an individual, a family, a neighborhood, a company, a community, etc. Our nonprofit organization has pivoted to provide targeted effective adult prevention strategies to a company or industry that complements clinical services offered through Employee Assistance Programs (EAPs).

Major prevention funding for substance misuse is dedicated to protecting our youth and college age young people or to dealing with one issue such as opioids or alcohol or tobacco. There is very little available for adult prevention, We are energized by creating a business centric program that moves beyond factual information to a deeper personal understanding of an employee’s context and desire for behavior change in the midst of a ‘new normal’.

That said, I encourage each person reading this to step back and think in terms of your own personal risk in how you are coping with the incredible stress of the Covid-19 pandemic.

Make two columns for risk/ resilience. Consider a few risk factors such as lack of sleep, technology issues, stressful relationships, your increased responsibility load at work and at home, how much alcohol, marijuana, are you using etc. Resilience factors may be your network of friends, your faith or spiritual roots, a few easy physical activities from walking to yoga, to pushups, etc.

Journal — Personal: Answer these three questions honestly.

  • How am I doing since March 2020?
  • What am I pretending NOT to know?
  • What small change/s can I make now in my awareness or activities that will support the stability and future growth I desire in my life?

If you had the power to influence legislation, which three laws would you like to see introduced that might help you in your work?

  1. Legislators at all levels must wait two years before engaging in lobbying, self-dealing, and conflicts of interest in general and specifically related to contributions from industries callously fueling addiction for profit for shareholders. Manufacturers and distributers of pharmaceuticals, alcohol, tobacco, and marijuana recklessly contribute to addiction and to the river of suffering flooding our homes, schools, social services, prisons, and healthcare.
  2. By mandate and social pressure, media of all kinds, will cease to reinforce stigma and stereotypes about addicted people by dramatizing, publicizing, or finding humor in their failures. Instead, the new media standard will present addiction as a multi-faceted brain disorder requiring medical or professional care and support like other chronic diseases such as diabetes. Media will showcase stories that reframe and portray people in recovery as survivors who have often misused substances to cope with traumatic events. Active addiction itself can be a harrowing life and death experience, but the process of recovery often results in changed lives marked by service, courage, tenacity, altruism, and humility. Note: The media does not ridicule cancer survivors, disabled people or returning military veterans. This shift in perception and media portrayal can quickly reverse stigma and shame that keeps people fearful about seeking help.
  3. Drug courts, due to their successful outcomes, especially for juveniles, must be well funded and set up in multiple jurisdictions nationwide to provide a practical and cost saving diversion from prison, which is known for trauma and lifelong consequences instead of rehabilitation.

I know that this is not easy work. What keeps you going?

I am inspired by the people who find us and enroll in our training and certification programs. Currently we have online students from 28 nations in our Professional Recovery Coach program. Most have a deep desire, even a calling, to serve people and families facing addiction. They are “addiction aware” and “recovery minded”. Collectively these people are a force multiplier in treatment services and make great Workforce Recovery Champions in businesses, schools, universities, healthcare, impaired professional programs, etc.

Do you have hope that one day this leading cause of death can be defeated?

Yes. I believe people change behaviors based on self-interest, prosocial attitudes, personal values, and correct information. Think about people now using seatbelts, practicing safe sex, putting babies in car seats, ID theft practices, better food choices, recycling, reducing consumption to reduce landfills and save the planet initiatives, etc. When people get an accurate understanding about the who, what, when, and how of addition and recovery, then our society will begin to heal in this area of senseless death.

How do you define “Leadership”? Can you explain what you mean or give an example?

There are many gifted people speaking about this topic as we move away from the traditional ‘command and control’ model. Today’s leaders need the ability to build teams, listen well, encourage/ motivate, risk being vulnerable, etc. All important.

My contribution to this conversation is about three qualities or concepts that are character based and stem from a few paragraphs penned by Stephen Covey. He observed that prior to World War II most Americans understood that success was based on integrity, honesty, making good on your commitments, hard work, sense of fairness, striving for excellence, and so on. But times have changed. Madison Avenue, marketing, and mass media, etc. have shifted our culture to accepting that the illusion of these qualities is acceptable. Social media has only intensified the pressure and demand for this type of superficiality and airbrushed identity.

My understanding of leadership has been forged in the fire of international addiction recovery initiatives that are led by men serving addicted men. These programs often operate outside of traditional government sponsored social services because prison or labor camps are the go-to solution historically.

Respect: either you have it, or you don’t, or you automatically reserve it for people in your social class, profession, etc. It is deeper than nondiscrimination based on gender, race, religion, disability, etc. Either you see the person in front of you in terms of a means to an end or in terms of their inherent human dignity.

Trust me, respect is not automatic in recovery work when people you serve have lost any resemblance to their past humanity. As a woman (with long blond hair), I triggered many leaders in many different cultural contexts as a person able to provide them with something of value. I was not what they were looking for and their disrespect was triggered. But time after time, it was my respect for them and their startling efforts in saving lives with so few resources that opened the door to possibilities.

Ethics: what does this mean to you in a world that is less right/wrong and mostly gray or relative. I read a surprising article in the Harvard Business Review a few years ago about a business professor reaching out to their business school graduates who were in prison for white collar crimes, think Enron. Basically, most of his graduates were in two categories. Some grads said they were not intending to break the law, but everything was so grey and vague. Other individuals were incarcerated for pressing the ethical/legal limits by making short term gains demanded by shareholders versus long term best strategies for growth and public safety. These people assumed their companies could protect them in some way before reality set in.

Personal Activity: Journal honestly if you have ever used an ethical plum line in your work. Does your industry have an ethical code? Is there an ethical line you have dealt with in the past? What was the situation? Did you experience internal conflict or distressing emotions that alerted you to ethical issues? Is there a line you will not cross, what stand are you willing to take? Write out some situations related to your industry or career that may arise.

Power Differential: This is a concept clearly discussed in certain professions such as legal, medical, human experimentation, counseling/ psychology, education, etc. It simply means that by virtue of your position of expertise or authority your clients, patients, customers attribute certain power and ability to you and will trust you and your advice, your product, etc. People who come to you for your services are automatically in a top down position and they are vulnerable due to some need.

What are your “5 things I wish someone told me when I first started” and why. Please share a story or example for each.

  1. Stigma and stereotypes are deadly and prevent people from seeking help for themselves or a loved one. I come from three generations of well-educated women who, unbeknownst to each of us, married affluent men whose drinking progressed into the depths of alcoholism with all its tragic pain and losses. I call addiction a “sickness of silence” because it is shrouded in secrets and shame. Neither my dear grandmother nor mother ever shared their stories or struggles with me or the wisdom they gained.
  2. I wish I’d understood that ‘high functioning’ alcoholics are just as addicted as people who have less control over their behavior. It was a mystery how my husband could drink so much and still be standing! But a time came when he spiraled out of control and experienced ‘rock bottom.’
  3. Neuroscience has brought important knowledge to the addiction field that has removed some of the shame and fear that surrounds addiction. Just this aspect has changed the way we perceive the problems people are facing. People can Google any aspect of addiction to gain understanding and research possible options for help.
  4. In the early 1990s I could never have imagined the extent of the potential risk or danger of the pharmaceutical industry aggressively marketing pain medication through the healthcare industry and the immense suffering it’s caused to individuals, families, and communities.
  5. I wish I had permission in the 1990s when I began to train addiction counselors and recovery support staff to really focus my approach and content on the concept of Emotional Sobriety. Bill Wilson, the founder of Alcoholics Anonymous, used this term in a private letter to a friend concerning his hopes for the future wave of recovery efforts. I have made Emotional Sobriety my theme and core premise in training professional recovery coaches and will bring it into all of my future work.

You are a person of enormous influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

Wanted:

People who stop using plastic straws & bags to save the oceans and wildlife.

People who buy items made by indigenous people to support their rise out of poverty.

People who boycott chicken or beef products to protest cruelty to animals.

People who will spread the word that our appetites are fueling unspeakable abuse of innocent people.

Real people. I’ve met UN workgroups Iike the Colombian woman forced to transport drugs as a ‘mule’ for the cartels. Many are arrested and languish in jail and abused by authorities. Or the handsome young man from West Africa, coming in desperation to plead for UN help to rid his country of vicious drug traffickers who have taken over villages for drug labs for product that will be sold in Europe.

Fact: The US is approximately 4.4% of the world’s population yet we have consumed up to 66% of the world’s supply of these illicit substances: heroin, cocaine, methamphetamine, illegal marijuana, counterfeit fentanyl and prescription pills made in dirty labs.

Fact: Our personal demand to use illegal substances is not a victimless crime. https://trafficlawguys.com/what-is-victimless-crime/

Fact:

  • The US is a land of Entitled Consumers with Voracious Appetites.
  • Supply and demand drive drug traffickers in Mexico to increase supply by cruel and violent means that harm and terrorize women, children, and men and keep them in poverty and servitude to Transnational Criminal Organizations (TCOs).
  • TCOs also run lucrative sex trafficking routes that supply children across our border.
  • A large percentage of US deaths from fentanyl poisoning or heroin overdose are caused by illegal substances that originate in Mexico or the Dominican Republic.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life? — Martin Luther King Jr.

“We adopt the means of nonviolence because our end is a community at peace with itself. We will try to persuade with our words, but if our words fail, we will try to persuade with our acts.”

– Martin Luther King Jr.

Martin Luther King Jr. came to my hometown of St. Augustine, Florida, in May 1964, the month I turned 15. King observed that St. Augustine’s (Negro community) had been made to “bear the cross,” suffering (extreme) violence and brutality that helped prompt the US Congress to pass the Civil Rights Act of 1964.

Local police did not protect the marchers from bloody attacks by segregationists and the Ku Klux Klan. One day I found myself in the center of town about 30 yards from a black man leading a group of young people peacefully trying to enter a local store with a lunch counter. It was a terrible scene with whites releasing dogs on them, shoving, and hitting some with bats. I had never witnessed such actions. Neither had I been in the presence of real courage. I was forever changed.

In 2011, I was training in Madurai, India, where Dr. King spent time in 1959 at the Gandhi Memorial Museum, which depicted the story of India’s struggle for freedom. Dr. King said this, “… nonviolent resistance is the most potent weapon available to oppressed people in their struggle for justice and human dignity. Gandhi embodied certain universal principles that are inherent in the moral structure of the universe, and these principles are as inescapable as the law of gravitation.”

Is there a person in the world, or in the US whom you would love to have a private breakfast or lunch with, and why? He or she might just see this, especially if we tag them. 🙂

Janice Bryant Howroyd https://www.actonegroup.com/about.aspx

I believe Mrs. Howroyd would be an excellent mentor and wise guide for our nonprofit organization at this time as we launch our Addiction Awareness Workforce Solutions program.

She is the first African American woman to start and run a billion-dollar business. She’s founder and CEO of ActOne Group, a global enterprise that provides employment, workforce management, and procurement solutions to a wide range of industries, Fortune 500 organizations, local and mid-market companies, and government agencies.

ActOne Group operates in 19 countries across the world and has over 17,000 clients and 2,600 employees worldwide. It is the largest privately-held, woman and minority owned workforce management company in the US.

ActOne Group provides flexible, comprehensive solutions under three distinct business verticals: Staffing, Workforce Solutions, and Business Services.

How can our readers follow you on social media?

https://www.linkedin.com/in/jeanlacour/

https://www.linkedin.com/company/net-institute-center-for-addiction-and-recovery-education/

https://www.linkedin.com/company/recovery-coach-training/

https://www.facebook.com/RecoveryCoachTrainingIAPRC/

https://www.facebook.com/JeanLaCour


Heroes Of The Addiction Crisis: How Dr Jean LaCour of NET Institute Center for Addiction and Recove was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Simon Slade of Affilorama: 5 Things You Need To Know To Successfully Manage a Remote Team

If you’re concerned about how your feedback might come off to an employee, I suggest using a video recording system like Loom to just record a quick video explaining your constructive criticism. Not only will this give you the opportunity to share facial expressions and body language that might comfort the employee, but they will also hear the intonation in your voice — something that is arguably the most important factor when trying to express a difficult message with tact.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Simon Slade.

Simon Slade is CEO and co-founder of Affilorama, SaleHoo and co-founder of Smtp2Go. Through these companies, Simon provides education and resources for ecommerce professionals to start their own drop shipping business, build an affiliate marketing business and achieve occupational independence. Simon can be followed on LinkedIn and regularly comments for Forbes, Fortune, SMH and NZ Business.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

I was born and raised in Christchurch, New Zealand. I graduated from Griffith University in 2003 with a Bachelor of Business Management and a degree in marketing. As an online seller on TradeMe, New Zealand’s local auction site, I received many inquiries about where I found my suppliers. I saw the opportunity to help others jumpstart their online sales gigs and developed the concept for SaleHoo, an online directory of verified wholesale suppliers. When SaleHoo amassed 10,000 members in just eight months, we used that momentum to launch Mark’s business idea, Affilorama, an affiliate marketing training portal. From there, we built the parent company, Doubledot Media. I’m also a co-founder of Smtp2Go, an email delivery service.

Can you share the most interesting story that happened to you since you started your career?

One surprising “learning moment” that we had a few years back was in the early days of our company Affilorama. Affilorama started as a paid-only service, but we were disappointed by its early financial results. So we took a risk and changed our pricing structure to include two options for access to Affilorama: a base option that made some features available for free, and a premium option that came with a monthly fee. Within the first month of implementing our new pricing strategy, our revenue and customer base tripled! The free plan has not negatively impacted our revenue, and our customer base continues to grow. It seemed counterintuitive that offering a free plan actually improved our profit, but it generated interest in our product and proved its value to customers, which worked out well for us in the long run.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

It’s funny upon reflection because it was so long ago, but it certainly wasn’t funny at the time. In the early stages of SaleHoo, my co-founder and I contracted a web design agency that charged us $35,000 and ultimately presented us with a product we couldn’t use. That money was basically wasted, much to our dismay. But we picked ourselves up and brought in a freelance designer who charged a third of the price, had a greater understanding of the project and presented us with an excellent final product. Based on this experience and other ones like it, I learned that most of the time, startups should spend a little more time researching and hiring a freelancer rather than paying exorbitant agency prices. Paying more does not always mean you’ll receive the best product, and in the early phases of your business, every penny counts.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

I think there are two keys to avoiding employee burnout: flexibility and culture. (And I suppose these could go hand-in-hand by making flexibility a distinct part of your company culture.) A fruitful remote company culture will offer plenty of opportunities for social engagement and fun — for instance, my remote employees gather for an annual vacation where they get to relax and spend some time in-person. Social experiences like this will help employees avoid work burnout. A company that truly values flexibility will allow employees to organize their work around their life rather than organizing their life around their work. This is another key piece to ensuring your employees thrive.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

The majority of our staff have been remote for about 10 years.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

The five main challenges for managing a remote team are: onboarding, communication, culture, assessment, and connectivity (both personal and professional). Onboarding can be a unique challenge because you have to create a detailed, functional, and completely hands-off way to train new employees. Communication is obviously a challenge because it has to be far more intentional with a remote team — there’s no chit-chatting around the water cooler. This is the same reason that culture becomes a challenge: the social element isn’t built-in for a remote team, so it has to be constructed more intentionally. Assessment is difficult on a remote level because we are so conditioned to using visual and in-person cues to identify productivity. When those cues are taken away, we have to find a new way to assess our employees. Perhaps the overarching theme for all of these challenges is the issue of connectivity. Remote employees need to feel connected — to each other, to the company, to their work and supervisors and bosses. Creating a sense of connectivity among your remote team is the ultimate challenge.

Based on your experience, what can one do to address or redress each of those challenges?

Some of these problems go hand-in-hand and can be solved with the same strategy or tool. For example, communication, culture and connectivity can all be solved by having a project management system where employees can share information with each other directly on projects. When an employee can apply their input or complete their task on a project directly rather than having to communicate on an additional channel, such as email or phone, things are streamlined and simplified. Everyone is on the same page, communicating well and feeling connected to one another. This alone will create a better company culture, but there also has to be a fun and playful outlet of the same nature — a chat room or virtual space where your employees can gather to communicate about non-work things and build personal relationships. This is the core of a good company culture — a communicative, well-connected team. Similarly, the challenge of onboarding a remote team member is dramatically simplified by these project management systems and detailed outlines of projects and tasks. If your social media manager has been providing details about their techniques and tasks over the last year, this essentially provides a pre-made handbook for a newly-hired manager in the same position.

I also think this ties into effective assessment. A remote team benefits enormously from a peer-to-peer review system, where managers and supervisors can get feedback from teammates about everyone’s performance, as well as self-assessment, where employees can reflect on their individual progress and productivity. Managers and owners aren’t going to be able to assess employees effectively if they don’t see them regularly or work with them on an individual basis, so remote assessment has to rely more heavily on direct co-workers and the employees’ themselves. This is not to say peer assessment should replace a manager’s evaluation of an employees’ performance, but that the two can work together as an effective remote assessment system.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

If you’re concerned about how your feedback might come off to an employee, I suggest using a video recording system like Loom to just record a quick video explaining your constructive criticism. Not only will this give you the opportunity to share facial expressions and body language that might comfort the employee, but they will also hear the intonation in your voice — something that is arguably the most important factor when trying to express a difficult message with tact.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

Again, I would always recommend recording a super-fast video if the feedback is really sensitive or complex. But another thing to consider is that someone who is hyper-sensitive to feedback, or struggles with constructive criticism in the written form, might not be best-suited to a remote team. Effective remote hiring is the first step in effective remote management. You should be able to trust your team members to embrace your communication style as a manager without taking things too personally. That said, emoticons are always a great way to soften a message that might otherwise sound tough. 🙂 Furthermore, constructive criticism is always softened by a sense of empathy: phrases like “I’ve struggled with this before, too…” or “When I first started here, I didn’t realize [xyz].” This kind of commiseration can make an employee’s shortcomings seem more universal and less dramatic.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic. Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

Newly remote teams are going to realize very quickly that email is a clunky and ineffective way for teams to communicate on a daily, hourly, minute-by-minute basis. If a team has gone remote without the proper technology, there are going to be setbacks and delays. Hosting a zoom meeting in place of every in-person meeting is also not an effective solution. It’s important that leaders and executives provide a newly-remote team with the technology and infrastructure they need to work effectively in a remote setting. Until this is made possible, employees need to be patient with themselves and each other.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

I’ve always advised that managers and executives, while maintaining their decision-making power and independence, include team members in structural decisions about the company. Open lines of communication and solicit ideas from all levels of the company when trying to make large-scale decision about the company’s future. This creates a sense of camaraderie among the team and helps everyone to feel like they are part of an inclusive mission.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I want more people to have a healthy work/life balance. I think when people have a more flexible schedule, they are more productive at work, happier and healthier. I think if we can start centralizing work/life balance as a cultural value, we’ll all be better off.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

Steve Jobs said, ‘The only way to do great work is to love what you do.’ This advice gave me the courage to pursue a career as an entrepreneur. Three businesses later, I couldn’t be happier with my decision. Being my own boss is a significant factor in my love for my job, and I love that my businesses, Affilorama, SaleHoo and Doubledot Media Limited, help others to also become their own bosses through e-commerce pursuits. It is my hope that our companies help others achieve occupational freedom so that our customers, too, love what they do.

Thank you for these great insights!


Simon Slade of Affilorama: 5 Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Thomas Aronica of Biller Genie: 5 Things You Need To Know To Create a Successful App or SaaS

Agile Development — A development team is a requirement for any successful SaaS company since the development they will turn the vision into a tangible outcome. You have to find the right leader and the right developers in order to build a quality product. With agile development, we have found the most success. We work in sprints, constantly improving upon and building the software. Our development team is very collaborative. Together, they work to make sure that we have the best product on the market.

As part of my series about the “5 Things You Need To Know To Create a Successful App or SaaS”, I had the pleasure of interviewing Thomas Aronica.

Thomas Aronica has more than 12 years of experience building successful organizations in the payment processing and fintech industries. Shortly after graduating from the University of Miami, where he earned a B.S. in computer science, Tom founded his first company, PCI Professionals. In less than three years, he built PCI into a viable acquisition target and in 2011, Tom spearheaded the merger of PCI Professionals with SkyBank Financial, ultimately taking over as chief executive officer. During this time, Tom also founded PrestigePay, a prepaid card issuer providing financial inclusion to subprime consumers in the United States.

Tom’s natural ability to foresee emerging trends and creatively use technology in new ways led to him founding Biller Genie, an innovative cloud-based solution that automates accounts receivable from bill presentment, follow up, collection, and reconciliation — without changing a business’ current process. In its first year alone, Biller Genie was named to the 2019 Money20/20 Start-Up Academy, was an Electronic Payment Association’s NexTen Participant, and received the 2019 CPA Practice Advisor’s Technology Innovation Award.

Thank you so much for joining us! Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?

After college, I was working in the hospitality industry, attempting to figure out exactly what I wanted to do with my life. An opportunity presented itself to work as a sales associate for a credit card processing company. This was really the first time I had been exposed to the payment processing industry, and with an academic background in computer science, the technology made sense to me.

I went on to work for other employers, and after a few bad experiences, I decided to start my own business venture in the payments world. I launched my first company in 2007, PCI Professionals, and gained invaluable insight into the industry and the technology behind it. This led me to take on other projects as I realized the potential of the technology.

What was the “Aha Moment” that led you to think of the idea for your current company? Can you share that story with us?

During my tenure at SkyBank Financial, I spent the better part of 5 years helping to build payment integrations for other software companies. That evolved into adding business logic to encourage best practices. Then workflow optimization. Then automated reconciliation. I didn’t know it at the time, but I was building the concept for what was to be Biller Genie. Then in late 2017, I was at dinner with a colleague who was having issues collecting payments from his tenants at his apartment complex, and we started comparing his current capabilities with those we had created for other industries. I barely slept that night. The next morning, while stepping out of the shower, it hit me. Design the tools as a standalone system that can easily connect to any software and supercharge it! The next day I put an ad out to hire our first developer.

Can you tell us a story about the hard times that you faced when you first started your journey? Did you ever consider giving up? Where did you get the drive to continue even though things were so hard?

Early in my career, I was working long hours, 20 hour days were common. I kept this routine going for several years. My first home office was actually the closet of my bedroom. My routine consisted of selling for most of the day, and then in the evening, I would continue to create policies, protocols, and basically build the infrastructure of my business. During this time, the bank foreclosed my home. I was paying employee salaries, yet I couldn’t pay myself. I couldn’t afford to buy food or to even travel to see my family. My family made many sacrifices coming to this country and honoring that sacrifice has always been one of my greatest driving factors.

Regardless, despite all my efforts, it was Thanksgiving 2009 when I told my mom that I was ready to throw in the towel. She convinced me otherwise, and with her help, I returned revitalized and was able to grow the company further. Those were some of the hardest years of my life, but I was able to learn valuable lessons about myself, and business, in the process.

So, how are things going today? How did your grit and resilience lead to your eventual success?

Things are going great, and we’re busier than ever! While the economic crisis caused by the pandemic has been unsettling to say the least, we have been fortunate to continue to experience positive growth. We are currently on the eve of two major national partnerships, both of which will rapidly expand Biller Genie’s subscriber base.

We have revamped our marketing and operations, with a unified focus on ensuring our product functions perfectly. I can proudly say I am fortunate to be surrounded by an excellent team of hardworking individuals, who share the same drive and work ethic. We have grown our team during the pandemic and employee productivity and happiness is at an all-time high.

If I had to describe a quality that allowed me to grow a successful business, it would without a doubt be: uncompromised work ethic. These days, I am driven by a stubborn belief that we can play a small role in the inevitable shift towards automation in the accounting profession. As the cliché goes, no one is an overnight success, and that is definitely true in my case. As doors closed, I just continued to push to find the open ones. Success is built on many smaller victories, so as long as you’re moving forward in the right direction, anything is possible.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lessons or ‘take aways’ you learned from that?

Chasing too big of an account? When I was first starting out, I had the opportunity to bid on a deal that was processing over $36 million per month in payments. Considering my average deal at the time was around $36 thousand, I thought I was going to retire off just this one. After about a year of (professionally persistent) phone calls, I got my chance. Only they were so big that they had better pricing than I did! Talk about a waste of time. I learned an important lesson that day — it’s the bottom line that counts, not the top.

What do you think makes your company stand out? Can you share a story?

We have an excellent product that is complemented by our extreme focus on our subscribers’ happiness. Biller Genie not only shortens the invoice to cash cycle, but we optimize the accounts receivable process by using automation technology, without changing a business’s existing workflow. We have gotten real results and add real value to our subscribers. As a company, Biller Genie is rated 5 stars on all review sites. Our subscribers get paid on average 15 days faster, see a reduction of overdue invoices by 40%, and save 10–20 hours of administrative work per week. We are a young company full of hardworking individuals, with the same drive and passion for our product.

I have so many stories about how Biller Genie really stands out from the crowd. One of my favorites to tell is the story of an accountant in Miami, where we are headquartered. With every subscriber, we go through a quick setup call where we set up their custom reminder schedule, ensuring customers are notified of upcoming due dates or late invoices. During the first sync, we give our subscribers the option to send a new invoice alert for all invoices, even if they had already sent the invoice to their customer. I always recommend them sending it because what is the worst that can happen, you still don’t get paid?

As I am on the phone with the subscriber, she pulls up a customer and tells me that she has been trying to get this customer to pay her for months — sending emails, mailing payment overdue letters, and making phone calls — but never getting paid. I wish I had this on video, right as she tells me this story, the invoice goes from past due to paid, right in front of her eyes. I could hear her jaw hit the floor over the phone. Turns out, the customer didn’t even know he had an invoice that was past due. He wasn’t trying to avoid it, he just didn’t know about it nor did he have an easy way to pay for it, like the online customer portal we give our subscribers.

That is the power of Biller Genie. We really make a difference in helping small and medium sized businesses get paid for the products or services they provide.

Which tips would you recommend to your colleagues in your industry to help them to thrive and not “burn out”?

I personally believe that it is absolutely essential you disconnect at times. Even if you are working 20 hours a day, like I was early on in my career, you have to take a day to yourself every so often. Sundays are great for this. Turn off your email, step away from the computer. Physically separate yourself with a change of scenery. I’m lucky enough to live in Miami, so even when I couldn’t afford to go to Italy and lay on my favorite beach, I could easily be at the next best one in minutes.

It is a lot of blood, sweat, and tears to build a company on your own. I can guarantee that the business will fail if you burn out. Having great people in your life can help make a big difference. As Jim Collins says “great vision without great people is irrelevant.” If you are thinking about throwing in the towel, take that day off and enjoy it. Do something for yourself. I promise those problems will still be there the next day. They aren’t going anywhere, and you won’t solve them in one day. You will come back refreshed and ready to tackle the world. Take care of yourself — you only have one body.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?

Aside from the obvious “my parents” answer, who I’m eternally grateful to, I was fortunate to have the mentorship and guidance of two incredible entrepreneurs early on in my career who believed in me when everything was bad. We were losing money, behind on liabilities to our vendors, an unhappy staff, an absent business partner…times were tough. But “TP” (let’s call them) saw something in me, took a bet, and 12 months later none of those problems existed anymore. I wouldn’t be where I am today without TP.

Ok thank you for all that. Now let’s shift to the main focus of this interview. Approximately how many users or subscribers does your app or software currently have? Can you share with our readers three of the main steps you’ve taken to build such a large community?

Biller Genie currently has approximately 4,000 users since we launched, and with our new partnerships, we expect this number to increase rapidly in a short period of time. Building a community requires several components.

Defined Operating System/Strong Leadership Team — It is crucial to have the right infrastructure for your business to grow. This means having the right talent in the right roles, especially during the earlier stages of your operation. It’s a team effort and the individuals around you will play a crucial role in the success of your business. Recruiting in South Florida can be difficult. It has taken me a long time to find my senior leadership team, but early on this year, it all came together. Their insight is invaluable to the company. Listen to them and be willing to accept you aren’t always right. Every week we have a 90-minute huddle where we discuss important issues. Together, as a group, we make decisions that affect not only the future of the company, but the actual development of our software. Having this weekly meeting has positively changed Biller Genie and made us a stronger company.

Partnerships — Establishing partnerships early on in my career was vital to being able to build a team to help drive the business forward. Starting a business always requires capital, and access to capital, more possibilities open up. Early on, most of my partners had more experience than I did, which proved to be extremely valuable when it came to making the correct decisions. In terms of Biller Genie, partnerships with financial institutions and payment providers has proven successful in growing our subscriber base. These partners have hundreds of thousands of customers and being able to tap into and market to that base has been very beneficial.

Focus — Focus is perhaps the key component to ensuring productive growth. Setting a roadmap is necessary to execute your strategy yet focus is what allows your team to be committed. It is necessary that this flows from the bottom down, in other words from the CEO all the way down the chain. This applies when you’re creating a customer-centric product or business. Focusing on the customer will affect the way your company evolves, allowing you to create long-lasting relationships and affecting the longevity of your business.

What is your monetization model? How do you monetize your community of users? Have you considered other monetization options? Why did you not use those?

Our goal is to make enterprise level accounts receivable software accessible to small and medium sized businesses for a fraction of the cost. Our pricing is based on three tiers. Each tier has a monthly price range, with the two lower tiered plans including a percentage taken on each invoice that we collect upon. The pricing model is based on a monthly recurring cycle, and we have premium add ons such as the ability to send out paper mail and ACH processing.

Initially, the idea for the pricing model was to limit access based on the different features, but we decided we wanted all subscribers to have access to the same great tools, so we changed the model to be performanced based where we only get paid if we help our clients get paid. It is the combination of this and our advanced features that make our product so successful. Given that the average published cost to manage invoices manually is $22 each, Biller Genie saves its subscribers on average over 80% of the cost of processing invoices manually.

Based on your experience and success, what are the five most important things one should know in order to create a very successful app or a SaaS? Please share a story or an example for each.

Agile Development — A development team is a requirement for any successful SaaS company since the development they will turn the vision into a tangible outcome. You have to find the right leader and the right developers in order to build a quality product. With agile development, we have found the most success. We work in sprints, constantly improving upon and building the software. Our development team is very collaborative. Together, they work to make sure that we have the best product on the market.

A Roadmap / Vision — Having a clear and concise plan for your software will make sure you are hitting your goals and progressing efficiently. Breaking down the roadmap into sections and parts, allowed our team to tackle the right projects within the right time frame. This also allowed a space for innovation since we were able to review our product from a microlevel and adjust accordingly.

Not only does this apply to the software, but also to the actual company. Let’s be frank — Biller Genie is a startup. We are building the plane as it is flying. There are a lot of processes, procedures, training, documentation, and employee culture that can easily be thrown to the wayside, because we are moving at the speed of light. It’s important to not forget these things. You cannot have a successful company without a proper structure that sets your employees up for success.

For example, now that we are working full remote due to COVID-19, it became tough to maintain employee culture. We started having weekly kickoff calls on Monday mornings, where everyone gets on camera, we talk to each other, we learn things, we play games — just an half hour a week where we all get together and “hang out.” We even did a fun “Biller Genie in a Bottle” parody to Christina Aguilera “Genie in a Bottle” and everyone sang and danced on video. Check out our YouTube channel — it’s hilarious and was a run project that involved everyone.

An Innovative idea — Technology advances along with consumer behavior. As a SaaS business it is vital to stay on the cutting edge to know what your customers need before they even know it. I realized early on that the payments industry placed a strong focus on accounts payable yet I noticed that business owners were having difficulty with their accounts receivable. I had this innovative concept that is disrupting the A/R space.

Creative Marketing — A great product or idea means nothing if you’re not able to get your story out. Focusing an effort on marketing has been a fundamental part of growing my business. I knew I had an excellent product that carried with it a great story and having the right team to convey that story became an important asset. Properly positioning a software product requires a lot of strategy, from product launches, to new partnerships, to press releases. Being able to tell your story properly can make all the difference.

Leadership — As a leader, one of the most important things you will do is to find other leaders to help guide your vision forward. Like I said, I recently completed building out Biller Genie’s executive team and having the right assets in the right positions has allowed us to rapidly advance our product and our company in the past 8 months. A team’s commitment is only as strong as the leader’s commitment to the team; therefore, it is important to bring the best you have every day, and your team will do the same.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I would make children’s apps to teach the fundamentals of software development and application design. Sounds crazy? It is widely accepted by the scientific community that children are able to learn and understand languages more easily than adults because the brains and neurons fire faster in their young brains. The skills needed to learn a natural or programming language are the same, but programming language also promotes logical thinking, resilience, determination, problem solving and creativity. If I could find a way to make it easy to teach kids how to think like a computer, I’d be excited about what the next generation creates.

How can our readers follow you on social media?

They can follow me on LinkedIn: https://www.linkedin.com/in/tomaronica

This was very inspiring. Thank you so much for joining us!


Thomas Aronica of Biller Genie: 5 Things You Need To Know To Create a Successful App or SaaS was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Rebecca Page: 5 Things You Need to Know to Successfully Manage a Remote Team

Getting the right cultural fit — when we started Rebecca Page we operated on a good ‘gut-feel’ and this has, for the most part, worked well in a small team environment. Team members who have come from a design room notice and enjoy the absence of stereotypical ‘divas’ and office politics. We are mindful that as we scale, we will need to move away from gut-feel as the primary method for getting the right cultural fit.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Rebecca Page.

Rebecca Page is the co-founder and CEO of Rebecca Page, a hugely popular global sewing brand with a community of over 500,000. She has spent over 30 years sewing and is the creator of the leading Sewing Pattern Subscription & The Sewing Summit, and is a published author. Rebecca has been featured in The Times, on BBC Radio 4 and in numerous industry publications. An entrepreneur by heart, Rebecca has run multiple businesses. She is a huge advocate for moving away from fast fashion to beautifully fitting hand-made clothes.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

Thank you! I started sewing when I was around 8 years old. I remember so clearly my Mum trying to steer me towards simple, beginner level sews… and me setting my heart on complicated coats and ballgowns! I worked my way through her sewing encyclopedia, trying every technique on scraps of fabric and saving them all in a big folder. I had a huge desire to have my own business right from when I was little and quickly started making things to sell. Over the years I’ve always come back to sewing, and now being able to combine my love of business with my love of sewing is the dream role for me!

Can you share the most interesting story that happened to you since you started your career?

I actually started the business after being the standby contestant on the Great British Sewing Bee. I was on maternity leave with our second child and applied to go on the show. I didn’t get on, but if someone couldn’t make the live filming dates, I would have to step in. I got to do all the same prep and practice behind the scenes as the contestants. They didn’t need me for filming in the end, but I had such fun with the process, I decided I wanted to take some of my homemade sewing patterns and put them on Etsy for sale. The rest is history!

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

Ahh, once I was making matching PJs for our two eldest kids who were quite different heights. I was so busy watching Netflix while I sewed that I didn’t notice I had sewed mismatching bottoms together… I ended up with two identical pairs of pajama bottoms, each with one long leg and one short leg.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

Everyone in our team is based remotely and has complete flexibility as to how and when they work. The ability to manage families and non-work responsibilities, along with the time saved not having to commute, allows our team to establish a routine that works for them. This reduces stress and burnout, which means our team can thrive in their work and home lives. One of our marketing team, Bronwyn, says ‘I’m an introvert so prefer to be in my own space, and find I am way more productive working remotely; I can just put my head down and go, but also walk away if I need to run errands and then balance out the time later out on’.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

Rebecca Page Ltd was registered in March 2018, so it’s been over two years now.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

  1. Managing time and productivity — the added complexity in managing remote teams needs to be balanced by sharing the responsibility between management and the team. In return for flexibility, the team understand that there needs to be the means of having technical oversight around time and productivity. Before we implemented a technical solution, it took time to manually prepare timesheets and accuracy and tracking of time was an issue.
  2. Managing communications — finding the right technology to enable quick and effective communication across many different time zones. Email can be appropriate between two people, but we found that when there were more than two people there was that inevitable lag due to people working in different time zones.
  3. Getting the right cultural fit — when we started Rebecca Page we operated on a good ‘gut-feel’ and this has, for the most part, worked well in a small team environment. Team members who have come from a design room notice and enjoy the absence of stereotypical ‘divas’ and office politics. We are mindful that as we scale, we will need to move away from gut-feel as the primary method for getting the right cultural fit.
  4. Establishing an organizational structure that aligns to scaling a remote team — as a start-up scales, it is inevitable that more and more of the team report into the CEO. It can be tricky dismantling a flat structure and implementing something that supports natural workflow.
  5. The fun ‘human’ stuff — the team is growing rapidly, which means it is important to quickly integrate new people and make them feel welcome. We are pretty much all creative people at heart, so we identified that our team fun needed to be centred round our creativity.

Based on your experience, what can one do to address or redress each of those challenges?

  1. Managing time and productivity — we use Time Doctor, a web-based solution that provides time tracking, computer work session monitoring, reminders and screenshot recording for remote teams. It is very easy for our flexible team to capture the time they spend on different tasks and it’s also easy for us to monitor and report time accurately.
  2. Technology to manage communications — we use Slack, Zoom and WhatsApp for team communications. We’ve found that this combination quickly solves any miscommunications that may pop up in written form, and we don’t believe this is less effective than being in a face-to-face environment. As Bronwyn in our marketing team says ‘being able to work from anywhere is fun and opens up so many possibilities — I can work from a friend’s kitchen, from another country if I travel, or from the couch’.
  3. Employing for the right cultural fit — we have been lucky because we have found most of our team directly from our customer base and these positions are highly sought after. Everyone involved in the pattern making process enjoys sewing, and we think this authentic love of the patterns that we produce shines through. As a global company, we are overwhelmingly fortunate to serve a customer base made up of all different races, religions, ethnicity, and creeds. Diversity in all ways is integral to the makeup and culture of Rebecca Page, and we are welcoming and proud of the various backgrounds, beliefs, and incredible individuals that make up our ‘team’.
  4. Organizational structure that aligns to scaling a remote team — I liken our organizational structure to a beehive, but without a queen bee! We work cooperatively towards our larger goal, but operate on a day-to-day basis within smaller teams. Jo in our pattern team say that ‘just like a beehive there is no close of business, no 5 pm out the door and that’s it, job done until the next day…everything keeps turning with each time zone, the process never stops!’.
  5. The fun ‘human’ stuff — we have built comradery through creative sharing on our Monday afternoon team Zoom call. We also have a ‘random’ channel on Slack where we can post anything and everything we want to about what we are up to in our lives. There’s lots of pictures of everyone’s kids, dogs, dinners and road trips!

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

Working in a genuine learning environment helps to promote a two-way process of constructive feedback that prevents a blame culture creeping into conversations. I have also found that it is important to set expectations up front about the regularity of and process for communication, along with agreeing what the team member needs from me (or someone else), action points and a realistic timeline.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

I don’t recommend using email for constructive feedback. I prefer to speak to the person directly. Usually there’s a reason why they did or said what they did. If we can find out what that is, it’s much easier to address what happened directly, letting them know what the impact was and how we’d like it done in future. With Zoom and WhatsApp, most of our team can jump on a call quickly.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic. Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

A team used to working closely together can implement a routine during the pandemic that helps to keep everyone in touch. Establish Zoom ‘catch-ups’ each morning and afternoon, that are just the same as coffee-time in the office. Team members can ask any questions, discuss issues or just listen in the background to what’s going on. Having a set time to login to the team catch-up avoids the potential obstacle of isolation. An added benefit is that it’s an efficient use of time, as the team don’t need to individually contact the team leader whenever they have a question. Whether in person or on screen, this kind of interaction creates a learning environment for everyone in the team. I’d also suggest retaining any team cultural norms, such as having a drink together after work on a Friday. It’s not quite the same on Zoom, but you can mix it up by making someone different in charge each week of a team activity or challenge.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

We have a team call at 5pm on a Monday and everyone from all around the world logs in — often with kids and pets in the background! I have a quick round-up of what we are focusing on in the coming week and then each team member shares a creative project they have been working on and answers a fun weekly question. This has helped the team get to know each other better, which has resulted in friendships developing. Because we all come from all over the world, and use language differently, we learn to look at things from different perspectives and this helps us to avoid misunderstanding or miscommunication. Bronwyn from our marketing team sums up the team culture — ‘one of my absolute favorite things about Rebecca Page and the global nature of the team is “meeting” people from countries and cultures I may not have had a chance to otherwise’.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I would love, love, love more people to think about the sustainability of their clothing. Not just where it comes from and who sews it, but also having clothing really fit their body how they want it to. If you have quality clothes you love, that fit how you want them to, you are far more likely to wear them and look after them. This both reduces waste and has people feel better about themselves.

Can you please give us your favourite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

My co-founder, Janine, sent me a card very early on in the business with the quote “She thought she could so she did”. I saved it and still have it up on my wall today. It really says it all to me. Anything is possible. The key is believing you can.

Thank you for these great insights!


Rebecca Page: 5 Things You Need to Know to Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Elizabeth Eiss of ResultsResourcing: 5 Things You Need To Know To Successfully Manage a Remote Team

Be the spark that inspires your team to problem solve and perform. Go beyond what seems possible and be innovative and resourceful, even within the protocols of a corporation. Create the environment for possibility and imagination.

As a part of our series about the five things you need to successfully manage a large team, I had the pleasure of interviewing Elizabeth Eiss.

Elizabeth Eiss is a results guru who helps others get work done well. Elizabeth is a sought after expert on the future of work, the gig economy and has redefined staffing models based on virtual and freelance talent trends.

She is the founder and CEO of ResultsResourcing®, THE freelance platform that comes with your own recruiter. ResultsResourcing® helps organizations scale by leveraging virtual freelancers who are vetted and hand-curated using proprietary technology Elizabeth designed and co-developed.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

I’m delighted to be doing this interview with Authority Magazine! Thank you.

My backstory, well, I’ve always had a passion for people and have effectively led many remote teams beginning back in the day when the only remote collaboration options were the phone and conference calls! Throughout my corporate career, I was also an early adopter of technology and how systems and process can enhance and scale value delivery. After a successful career as a C-suite executive, I decided to trade it all in for the world of entrepreneurship and joined my first start up — which was focused on creating cloud-based expertise networks.

That’s continued to be my focus ultimately leading me to start my own company as a “tech-preneur” focused on matching small businesses with vetted, virtual freelancers. We empower small to medium size businesses to scale, leveraging quality fractional talent we curate for them.

While there are plenty of freelance platforms out there, we were designed from the ground-up for small business. What’s unique is that I created a way to integrate technology with humans and their insights, to curate custom contract talent cost effectively. We’re THE freelance platform that comes with your own recruiter. Our platform and services are high tech/high touch at a rational price point, in terms of absolute dollars and return on time (opportunity cost) for SMB.

Talent is online today and the drawback to most job platforms is that “do it yourself” recruiting is time-intensive and, unless you’re skilled in recruiting and remote work practices, it’s an uncertain value proposition. I believe Thomas L. Friedman articulated it well: “While there is growing AI (artificial intelligence) there is a faster growing need for IA (intelligent assistance) to help people use technology for their benefit. And IA can only be provided by human beings.” SMB needs tech augmented by human help to find and utilize the best virtual workers.

That’s what I focus on today: human beings… leveraging technology… to find great talent to empower SMB to scale.

Can you share the most interesting story that happened to you since you started your career?

My whole career has been extraordinarily interesting and has been an ever-expanding platform for thinking about what’s possible. So, this is not a story per say, but an observation.

I’ve come to learn that scarcity is one of the best drivers of innovation.

Whenever I’ve been resource constrained (such as time, funding, staff, systems, professional contacts), it’s caused me to re-think the problem and develop new approaches. Scarcity of resources when confronted by big goals, forces me to question assumptions and invent new ways to achieve objectives — while remaining true to my purpose and principles.

This philosophy drove my intrapreneurial thinking in the corporate world and has blossomed in my entrepreneurship and inventions. It’s a mindset and iterative method, driven by the customer, supported by agile technology development.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

I’ve told this story many times since I learned so much from it. When I was interviewing for my first job as a manager, I was quite ‘young’ for the role, and would also be switching companies. I was sure I was the top candidate and was asked how much I wanted to be paid in the final interview. I said ‘Well, at least the minimum” — having no idea what it was except that I knew it was more than I was currently making. Of course, I got the job and my wish — the minimum salary for the job.

This all happened before the days of data ubiquity, but I learned to:

  1. Always do my homework to gain context and know what I want to achieve.
  2. Constructively assert my worth in the context of project objectives.
  3. For a win/win relationship, compensation should reflect value brought to the table.

I’ve followed those lessons ever since, even as an entrepreneur.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

Be the spark that inspires your team to problem solve and perform. Go beyond what seems possible and be innovative and resourceful, even within the protocols of a corporation. Create the environment for possibility and imagination.

Make sure you’ve set your team up for success by setting clear goals, establishing leading measures of success, fostering team alignment followed by 360 communication and performance processes. Then get out of the way — except to run interference for your team.

Be a mentor, not a master (except when events require this). Lead by example. Create the strongest, most versatile team you can, based on what needs to be accomplished. Diversity in every sense of the word will result in better, broader thinking and solutions that fit today’s and tomorrow’s world.

I’ve found these approaches enable teams to deliver the result you need to deliver — and go beyond what you may have deemed possible.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

Decades. I’ve been on and managed virtual teams for nearly my whole career — in corporate, as a consultant and as a business owner.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

Based on your experience, what can one do to address or redress each of these challenges.

There are many stories that resulted in this list of top 5 challenges and the solutions that consistently worked with my remote teams:

  1. Leadership to build successful team dynamics:

The fact that a group of people assemble together in a location does not make a team. Building a team takes leadership, communication, common goals, and collaboration — all things leaders do naturally when on location. So, think about the same techniques you’d use onsite and find ways to replicate that virtually. Don’t focus on remote being a barrier, just embrace it and apply common sense to choose leadership and team building approaches that fit the situation. Most people don’t even consider collaborating with another group in another office as remote teaming — but that is remote teaming that has existed for years. Working with an outsource partner is remote teaming too. We do know how to do this.

For sure, what makes a remote team harder is missing casual, social interaction, which can impact team morale. There can also be collaboration challenges if tools are limited or people need training to use technology. And, mass working from home has new challenges with kids, space, lack of equipment and the general stir-craziness we all feel. These are each human factors that need to be acknowledged and addressed in the leadership approach to remote teaming. Be human, use common sense, don’t try to lead alone — embrace your team.

2.) Set clear goals or results to be achieved:

If you haven’t defined your goals, you won’t know if you ‘get there’ and your team won’t have the proper context for decision-making. Choose to measure progress using both leading and lagging indicators — the leading measures (e.g. # of customer touch points) will keep you on the right track and increase the likelihood you meet the lagging (end) goal (e.g. customer purchases and revenue or profit).

3.) Provide clear structure & process to achieve results:

Establishing structure and processes will ensure your team is efficient and work is done consistently the way you need it to be done. This will also help surface issues where there are gaps in process or structure. Often gaps are masked when people are on site and there can be significant productivity loss. Gaps in process jump out when working remote. Embrace the team to identify and help solve these and you’ll end up with a better process that will optimize results and value delivery.

4.) Manage results, and resist the urge to micromanage:

Since you can’t ‘manage by walking around’ the temptation is micromanage the how. Resist — for your sake and for your team’s. “How” should be addressed by establishing clear process and creating — upfront — regularly scheduled checkpoints on leading indicators and for quality control. Don’t just meet when something’s off. Check points can double as motivating, rapport building one-on-one interactions or to challenge the team to problem solve.

5.) Communicate regularly:

Communicate both ups and downs, and continually frame the communication in terms of the success measures and engage the team to solve issues early. Again, create upfront schedules and methods for the team to meet and for you to meet with team members. The team should feel this is part of the business process and best practice and not something that only happens when there is a performance issue.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

The foundation for constructive communication is regular communication that builds rapport and enables the “manager” and the “staff” to know one another. Communication should be steady and consistently focused on the objectives to be achieved. If regular group and one-on-one communications are occurring, delivering performance news should not be significantly different when it’s in person versus remote. The assumption is people do a good job handling conflict in person, (the giver and the receiver) which I don’t think is always the case. In person or remote, building rapport and regular communications is key so performance correction doesn’t come out of left field, is taken wrong or the staff says, “I only hear from management when something is a problem.”

As mentioned earlier, I believe in setting goals and focusing on leading and lagging indicators. These indicators exist for not only key performance indicators but also how a result should be achieved by an individual performer. This means you have tools to get out ahead of performance issues and course correct with staff when issues are still small adjustments. Don’t let things slide.

I also like to frame performance issues in the context of the “what and how” of results achievement. I often pose questions to get the staff to self-recognize and get involved for lasting change. Examples might be: “Here’s what I see in this report and it’s not where we all agreed we need to be. What do you see? What can we do to accomplish a different result?” Engage the staff in problem recognition and resolution — early and regularly in the process.

When constructive criticism is warranted, hopefully you have a track record of communication to lean on as mentioned earlier. Here are practical suggestions that have worked well:

1) Find a mutually good time to meet when you both have time. Avoid sandwiching it into a 15-minute slot before your next Zoom call.

2) Put yourself in the staff person’s shoes (e.g. are there kids at home or no privacy?).

3) Get your remote environment right — good lighting, minimize distractions, prepare and then, when you’re in the session, look the individual in the eye and focus on the matter at hand. Watch for the same human signals — maybe they won’t be as clear as in person, but they will be there.

4) Have a conversation about the result that needs to change, sharing your concerns constructively, authentically, in a way that fosters engagement and offer to help.

4) Come away with an agreement on resolution that the staff puts into writing. You’ll sense then the buy-in and how the conversation landed — and whether additional conversation is needed.

5) Make performance discussions iterative and ongoing, not a special event. Performance reviews in my mind, in person or remote, are not once-and-done, it’s a nurturing process to advance lasting performance and results of the business and the person.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

Again, when constructive criticism is warranted, hopefully you have a track record of communication — both verbal and written as the foundation for rapport and a relationship.

First, I would not use email for constructive feedback on any serious issue. There is too much chance for miscommunication and misunderstanding, and email provides no immediate feedback that seeing someone in person or over the web will reveal.

I will use email for smaller, less serious course correction or editing. In writing these kinds of emails I like to phase them in terms of “this is how this landed on me, it this what you meant?” Or, “what you wrote in your email caused me to think about the matter in new ways, how about doing it this way?” Or, “I don’t think we’re on the same page, so here are some thoughts. Would you get back to me or can we hop on a call to discuss.”

Draft the email and send it to yourself. Wait a bit and then review it as a receiver. Often, I will see what I wrote in fresh light and that helps me make it clearer or more constructive (and fix grammar/typos!). It helps surface emotion or preconceived notions or conclusions I need to address differently or omit so I don’t blame or personalize. I may do this repeatedly until I get message right. Depending on the nature of the issue, I may also have a trusted colleague review my email for feedback/edits before I send it to its intended recipient.

Again, performance improvement is not checking a box by delivering an email message and then it’s once and done. The purpose of the communication is to foster a lasting change in behavior that the staff member embraces, which improves future execution without requiring intervention. That email is one milestone along the journey of jointly achieving performance standards.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic? Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

I think there is a lot that is different about working remotely than working together on location — and some are obstacles to effective teamwork — from each worker’s home environment to how prepared a business was to have staff work from home (e.g. formal process, collaboration tools).

No matter the situation, leadership is needed to pave the way to working together in new ways — to create new structures, new and more regular team communication processes, figuring out what tools you have that will best foster teamwork (or investing in new ones).

To some extent this also is a mindset issue — people are social, coming together on location is probably one of the things people like best about working, based on studies I’ve seen. So, leadership’s job is also to foster a new mindset and help plan and foster a work environment that enables the social aspects of teamwork, plus clears a path to getting work done well so customer value is consistent delivered.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

In our conversation, I’ve spoken about a number of ways to create a healthy and empowering work culture for a remote team. At the core is leadership that sets the tone for new ways to work, sets structure, process, and tools and articulates goals and expectations. A consistent and regular communication framework is vital to a healthy team as it sets the foundation for rapport and working relationships. Leaders should focus on results, using leading and lagging indicators, which establishes guardrails for performance management. Trust and verify.

Embrace change — have some FUN working in a new way.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

A couple years ago, a study by Babson College and Goldman Sachs/10k Small Businesses stated, Small businesses have the power to transform AmericaEveryday, small business owners apply their extraordinary potential to spark competition, drive innovation, build communities, and better the quality of life for its citizens.” This inspires me.

Most businesses in the US are solopreneurs, or non-employee firms. Of the small businesses with employees, 96% have fewer than 50 employees.

Our mission is to empower these small businesses to scale by matching them with curated virtual talent who can add value and accelerate their timeline to mission success. My purpose is to empower their purpose.

I also hope I can inspire other women to believe that they ‘can do it’ — whatever their “it” is. Great ideas come at every age — be curious, commit to making the most every opportunity before you, one day at a time.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

My current life lesson quote ties to my passion for ResultsResourcing®. It’s a quote from Peter Drucker who said (over 50 years ago): “Do what you do best, and outsource the rest.”

We help businesses focus on what they do best, by finding the best freelance talent suited for the work those businesses can outsource. In doing so, our clients achieve more, deliver more value to their clients and spend their time doing what they are passionate about.

I am a purpose-driven entrepreneur. I connect dots; I help people believe they can and then provide them the talent to help them do it.

Thank you for these great insights!


Elizabeth Eiss of ResultsResourcing: 5 Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Author Rosemary Keevil: Rising Through Resilience; Five Things You Can Do To Become More Resilient

I believe resilience is perseverance under adversity and it has to be earned. There is no need for perseverance if there is no adversity. Adversity can take many forms, but any form it takes creates tumultuous stress and is powerful enough to take you down and keep you down. People who are resilient are able to rise about their trauma. Having done that, they have created confidence, creativity, resourcefulness, humility and a positive, but realistic, attitude.

In this interview series, we are exploring the subject of resilience among successful business leaders. Resilience is one characteristic that many successful leaders share in common, and in many cases, it is the most important trait necessary to survive and thrive in today’s complex market.

I had the pleasure of interviewing Rosemary Keevil.

Rosemary Keevil has been a TV news reporter, a current affairs radio show host, and the managing editor of a professional women’s magazine. She has a master’s degree in journalism, a sophisticated knowledge of alcoholism, addiction, and associated treatments and therapies, and two grown daughters with successful careers.

Her memoir: The Art of Losing It: A Memoir of Grief and Addiction will be published in October, 2020. Keevil lives with her partner and her sheep-a-doodle in Whistler, British Columbia, Canada. She has been clean and sober since 2002.

Thank you so much for joining us! Our readers would love to get to know you a bit better. Can you tell us a bit about your backstory?

I grew up in Toronto, Ontario, Canada, and have lived in Switzerland (for school) and Tahiti (as a travel destination representative) and Dawson City, Yukon Territory, Canada (as a can-can dancer). I have lived in Vancouver, BC, Canada, most of my life. I recently moved to Whistler. It was once a funky ski-town, but is now a year-round resort destination with summer sports such as golfing, hiking and biking. Whistler Blackcomb is one of the Vail Resorts.

I have a Bachelor of Journalism and a Master of Journalism. I have had a number of jobs in the media, including:

– News reporting for CFTO-CTV in Toronto
– News reporting for The Globe and Mail national newspaper, Vancouver
– Co-launched and produced “The Michael Morgan Show”; also envisioned, co-launched, and hosted “The Rosemary Keevil Show” (Original, I know!) for CFUN Radio (CHUM National Radio Network), a live, drive-time, current affairs talk show in Vancouver
– Contributed to the critical success of Scarlett magazine for the professional woman (unfortunately, now defunct) after being brought on board at nascent stage of the publication
– Adjudicator for the Leo Awards for Excellence in British Columbia Film
– Public Relations for the Vancouver International Film Festival

When my children were two and five years old my husband died of cancer and my brother died of AIDS within six months of one another. I was able to keep it together (somewhat!) for six years while working as a journalist. While still high-functioning, I became an alcoholic and drug addict. Six years later, in 2002, I went into rehab and have been clean and sober ever since. I now work as an addictions’ journalist.

Can you share with us the most interesting story from your career? Can you tell us what lessons or ‘takeaways’ you learned from that?

There are many stories I can’t tell as they are X-rated, but one clear takeaway is: “Don’t ever swear or make weird faces near a microphone or a camera that you assume is not live.”

Within the first two weeks of starting to work at CFTO-TV, I was assigned to cover an internationally-reported story: an accident at the Pickering Nuclear Generating Station in Ontario. Fuel rods cracked releasing a deluge of radioactive water under the floor of the reactor building. The situation was brought under control, nobody was injured, and no radiation leaked into the environment.

My reputation did, however, undergo some damage. I was doing ‘Take One’ (This was not live.) of my stand-up, talking to the camera in front of the power plant. My voluminous, 80s-style, shoulder-length hair was bobbing in the wind as I stumbled over some words and then said, “Blaaaaaaaaaaa…Take Two!”

Well, as it turned out, the editor of the story used ‘Take One’ instead of ‘Take Two’, so my “Blaaaaaaaaaaaaa…Take Two!” went on air!

Within the week I was called to the upstairs office of one of the top brass of the station. Ted Delaney did not have much hair and had one crossed eye. He told me to sit down, tried to look right at me, and said: “Rosemary, you’re going to be a good reporter, but you got too much hair!”

Finally, I also remember an interesting ‘circumstance’ in the newsroom. There were two available reporters to cover the Dr. Henry Morgentaler court cases. Morgentaler conducted a high-profile campaign to secure legalized abortion in Canada and was at the center of the legal cases that brought this to fruition.

The News Director called the two us into his office and said: “Which one of you would like to cover this landmark story?” Well … we were both very pregnant at the time. I just jumped at the opportunity!

What do you think makes your work stand out? Can you share a story?

What stands out is that my work exists at all despite personal tragedy and addiction. I was a media personality with a loving husband and two adorable, little daughters when my husband was diagnosed with terminal cancer and my brother was diagnosed with AIDS in the days when that was a death sentence. Their subsequent deaths had a profound effect my life, not the least of which was being swallowed by the grips of alcoholism and addiction.

I am living proof that one can be high-functioning — I was working fulltime as a current affairs, radio show host — and self-destructing simultaneously.

I am also living proof that there can be a very fulfilling and productive life after addiction.

I went back to work as the editor of a magazine, received my Master of Journalism and wrote my memoir. I must say that all that trauma provided much of the fodder for The Art of Losing It: A Memoir of Grief and Addiction.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?

There is not one iconic mentor, but there have been gems of wisdom shared with me along the way.

– Patrick Brethour: British Columbia Editor for The Globe and Mail newspaper: Don’t ever lose that hint of insecurity. It gives you that invaluable, competitive edge.

– Fictional or nonfictional storytelling is an intrinsic human characteristic, which has taken various shapes and forms over time: visual stories such as cave drawings; the oral traditions of passing down stories by word of mouth from generation to generation; written, printed and typed stories; and today’s explosion of storytelling with everybody serving as a verbal, audio and visual documenter of our times. Advice on how to tell a good nonfiction story:

– Ted Steubing, former Vice-President of News and Public Affairs, CFTO-TV: “Tell ’em what you are going to tell ’em. Tell ’em and tell ’em what you told ‘em.”

– Derwyn Smith, former News Director, CFTO-TV: “If in doubt check it out. If still in doubt leave it out.”

Ok thank you for all that. Now let’s shift to the main focus of this interview. We would like to explore and flesh out the trait of resilience. How would you define resilience? What do you believe are the characteristics or traits of resilient people?

I believe resilience is perseverance under adversity and it has to be earned. There is no need for perseverance if there is no adversity. Adversity can take many forms, but any form it takes creates tumultuous stress and is powerful enough to take you down and keep you down. People who are resilient are able to rise about their trauma. Having done that, they have created confidence, creativity, resourcefulness, humility and a positive, but realistic, attitude.

When you think of resilience, which person comes to mind? Can you explain why you chose that person?

This is not original, but the first person who comes to mind is my dear mother, Helen Parrett. What a survivor! She ran a household of four kids and four pets, all with an alcoholic/workaholic husband and only a few pennies to rub together. Despite all the challenges inherent in her circumstances, not the least of which was my emotionally abusive father, she was resilient. One of Mom’s forms of resilience materialized in creativity at 3:00 in the morning. Mom would get up in the middle of the night to write, a habit I have inherited.

She wrote a syndicated column for “The Tely,” as the The Toronto Telegram was popularly known at the time. The column was called “Suzanna’s Family Fare.” Readers would write in with household hints, such as how to rid your prized cherrywood coffee table of that unsightly white ring created by a wet glass or coffee mug. Answer? Toothpaste. The kicker is that Mom was not the least bit domestic, another trait I have inherited!

I would get up with her and study. I still remember the sound of the clickety clack of her Underwood typewriter, and the taste of hot tea and warm toast topped with melted butter and a layer of brown sugar. I also still remember cramming for my history exam about the coureur des bois. What I don’t remember is exactly what they were. Wikipedia clarified it for me: the coureur des bois were entrepreneurial French Canadians who travelled the interior of North America and traded, usually with the First Nations peoples, for furs such as beaver. This marked the beginning of the North American fur trade.

Has there ever been a time that someone told you something was impossible, but you did it anyway? Can you share the story with us?

I am my own worst enemy. I never thought I would survive the onslaught that life doled out to me in 1991.

I also never thought I could quit Ativan, Zopiclone, cocaine and fine, white buttery wines such as Bâtard-Montrachet and Rosemount Chardonnay.

Did you have a time in your life where you had one of your greatest setbacks, but you bounced back from it stronger than ever? Can you share that story with us?

My biggest setbacks are documented in a 309-page story, which is my memoir: The Art of Losing It: A Memoir of Grief and Addiction

Did you have any experiences growing up that have contributed to building your resiliency? Can you share a story?

I grew up in Toronto, the youngest of four children (boy, girl, boy, girl: only five years between all four of us) in a chaotic household with an alcoholic dad, an enabler mother, two cats and two St. Bernards.

I was bullied, probably because I had buckteeth, which gave me a notable lisp. Paw, paw Wothemawee Pawwett (translation: poor, poor Rosemary Parrett) could not say her r’s or her s’s. I went to speech therapy sessions every Wednesday afternoon from kindergarten through grade three to fix the lisp. Then, in grade seven, I got braces to fix the buckteeth. (Thanks Mom!) When I think back, I was not aware of my speech impediment being related to my being bullied. In fact, I went into broadcasting as a career. Go figure.

What’s more, my Mom insisted I talk to everyone about themselves. I grew up asking people questions — my friends sometimes call it “interrogating.” My mother used to always tell me to “draw people out” whenever I had the opportunity. This would mean that if I ran into somebody I knew on the bus ride home from school, like our neighbor Mr. Lynch, who was a University of Toronto professor, I couldn’t just be shy and daydream. This nagging voice inside my head would urge me to go over and “get him talking.” When I was a bit older and feeling awkward going to teenage parties, Mom suggested I approach the most boring looking boy and start a conversation by “getting him talking about himself.” Hence, I have always been the one to ask the questions. Everybody has a story. And I became a reporter.

What I learned from this is that doing what you should do and not just what you want to do builds confidence which, in turn, helps provide a solid base for resiliency. I also understood early on that people like talking about themselves. If you want someone to like you, get ’em talkin’ about themselves.

Dad was a taskmaster — using my siblings and me as his workforce. He owned properties which he rented out and he always made us kids do the fixing up and the redecorating, such as painting and wallpapering. We did the cleaning too. Bathrooms became my specialty. I learned from this experience that a reliable roll-up-the-sleeves work ethic builds confidence in oneself and in those around you. Dad used to say, “Shoulders back and don’t mumble,” which at first blush may seem trite, but it’s true. My career as a journalist has reiterated how a strong stature and clear diction breeds self-confidence.

Resilience is like a muscle that can be strengthened. In your opinion, what are 5 steps that someone can take to become more resilient? Please share a story or an example for each.

1) Take small steps. If a goal seems too overwhelming, consider tackling smaller challenges first:

I had a goal to run the New York Marathon, but it felt daunting. I had read a tiny blurb in The Globe and Mail about the Malta Marathon in Three Days, which entails three shorter runs to equal a 42 kilometer (26 miles) marathon over three days.

I rounded up a film crew (producer and shooter) and headed off to the tiny and very historical, Mediterranean island of Malta. Not only did I complete my first marathon, but I had a blast with the film crew and shot the first part of the pilot episode of “Body & Soul: Spiritual Awareness Through Physical Challenge.” This show explored the human spirit’s remarkable ability to overcome adversity — using the body to boost the mind.

The next year I ran the New York Marathon and it turned out to be one of the highlights of my life. My goal was to finish it in under four hours. My time? 3:56:11!

2) Learn from mistakes:

A year after my husband and brother died, I accepted an invitation from two colleagues to become a partner in a video production company. I contributed financially and worked hard as the executive producer for two years only to have my two partners call it quits. My money went down the drain. I felt taken advantage of and ripped off.

What I learned from this was that I should have given the initial investment more thought and been more assertive when my colleagues informed me of their decision to fold the company. I could have been more forceful and pursued running the company without them.

3) Keep your side of the street clean or accept your role in negative circumstances:

Scarlett magazine for the professional woman was a wild critical success. It was not a financial one. I was the managing editor and my colleague was in charge of sales. As near as I could tell, I was doing a stellar job and he was not, as it was not making money. I let the magazine fold and blamed my colleague.

What I realized, after the fact, with this experience was that I played a role in the financial failure of the publication. I could have taken off my editorial cap and tried on a sales’ one. I could have pursued ad revenue as well instead of thinking I was simply editorial and above all the messy dollars and cents stuff.

4) Accept and move on:

As it turned out, one of my teenage daughters was going through an extremely difficult time at this point, so it was important that I had the time to focus on her.

5) Build up your social support systems:

Research studies have shown that social support, or a significant caring other, are the best predictors of resilience. This is according to Dr. Jill Hayhurst from the University of Otago, New Zealand, who found in her research that encouraging feelings of self-efficacy “encouraged feelings of resilience.”

I have been a member of Alcoholics Anonymous since 2002 and believe that one of the reasons for its success is the resilience that the support group of similar suffering (and then thriving) individuals builds.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

In AA meetings I often hear the same reaction from newcomers when they do their first set of steps: “Everybody should do these steps, not just alcoholics.” The 12 Steps are grounding, have a profound effect on one’s outlook on life and keep your side of the street clean. They also rid one of nasty resentments, which are the root of much negativity. The world would be a kinder, gentler place if every adult would tackle these steps every few years. I have chosen to illustrate steps four to ten:

Step 4) Made a searching and fearless moral inventory of ourselves:

When I was working at the radio station hosting the early morning drive-time current affair show, I was also addicted to cocaine. I was a high-functioning alcoholic and drug addict. I only once snorted a line while at the station (in the bathroom). This was a huge source of shame and guilt. I wrote this down as one of my “wrongdoings.”

On a personal level I was consumed with shame and guilt for being an alcoholic and addicted mother for six years of my daughters’ upbringings.

These are just two examples of the lengthy list of wrongdoings in my fearless moral inventory.

Step 5) Admitted to God [or whatever higher power one believes in], to ourselves, and to another human being the exact nature of our wrongs:

This is tough and terrifying, but when I released my demons in front of my sponsor I felt like John Coffey in The Green Mile when he lifts his head, opens his mouth and a torrent of tiny black insects fly out.

As a result, I felt light and liberated and truly understood, “and the truth shall set you free.” (Bible: John 8:31–32)

Steps 6 and 7) Were entirely ready to have God [or whatever higher power one believes in] remove all these defects of character [that were revealed in Steps 4 and 5], and humbly asked Him to remove our shortcomings.

Step 8) Made a list of all persons we had harmed and became willing to make amends to them all.

Step 9) Made direct amends to such people wherever possible, except when to do so would injure them or others:

I set up a meeting with my former boss at CFUN Radio and apologized that “I was not in harmony with myself when I worked here.” He just looked confused and said, “I’m not sure what you’re talking about. You were great.” But I felt relieved and grateful that I had addressed, and therefore released, my guilt and shame.

I apologized to my children for my stoned and drunken behavior of six years of their lives and continued (and continue to this day) making living amends by being a clean, sober and present mother.

Step 10) Continued to take personal inventory and when we were wrong promptly admitted it:

This can be as simple as being crabby with the cashier at the checkout counter at the grocery store because there is a big lineup and you’re in a hurry. Before you leave the store, pause, think about what you’re going to say, turn to her/him and say, “I’m sorry I was rude. I know this is not your fault.”

This type of inventory taken on a regular basis clears the detritus from the brain and makes room for grace.

We are blessed that some very prominent leaders read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why? He or she might just see this, especially if we tag them. 🙂

Comedian, actor, author and former heroin addict Russell Brand of Take Him to the Greek (former husband of Katy Perry). Brand has channeled his considerable talents, brains and energy into advocating for mental health and drug rehabilitation. I absolutely love his cause, his personality, and particularly his irreverence (i.e., See Brand’s version of the 12 Steps of AA below), and I would love to ask him to read The Art of Losing It.

Day 1: Are You A Bit F*d?

Day 2: Could You Not Be F*d?

Day 3: Are you, on your own, going to ‘unf*’ yourself?

Day 4: Write down all the things that are f*ing you up or have ever f*d you up and don’t lie or leave anything out.

Day 5: Honestly tell someone trustworthy about how f*d you are.

Day 6: Well that’s revealed a lot of f*k up patterns. Do you want to stop it? Seriously?

Day 7: Are you willing to live in a new way that’s not all about you and your previous f*d up stuff? You have to.

Day 8: Prepare to apologize to everyone for everything affected by your being so f*d up.

Day 9: Now apologize, unless that would make things worse.

Day 10: Watch out for f*d up thinking and behavior and be honest when it happens.

Day 11: Stay connected to your new perspective.

Day 12: Look at life less selfishly, be nice to everyone, help people if you can.

How can our readers follow you on social media?

www.rosemarykeevil.com

– Facebook: The Art of Losing It: A Memoir of Grief and Addiction

– LinkedIn: Rosemary Keevil

– Twitter: @RosemaryKeevil

– Instagram: rosemarykeevil

– Pinterest: rosemarykeevil


Author Rosemary Keevil: Rising Through Resilience; Five Things You Can Do To Become More Resilient was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Wendy Barlin of About Profit: Rising Through Resilience; Five Things You Can Do To Become More…

Wendy Barlin of About Profit: Rising Through Resilience; Five Things You Can Do To Become More Resilient

Set goals for your life and keep those goals front of mind. For me, this helps me get up when I am down. After leaving my six figure prestigious job, I knew I needed to rebuild my business in order to create a work life balance that would allow me to spend more time with my daughter.

In this interview series, we are exploring the subject of resilience among successful business leaders. Resilience is one characteristic that many successful leaders share in common, and in many cases it is the most important trait necessary to survive and thrive in today’s complex market.

I had the pleasure of interviewing Wendy Barlin, founder and CEO of About Profit.

As an author, professional speaker and business owner, Wendy Barlin is so much more than an accountant. Her expertise is advising people to better manage their money with easy to understand and implement financial strategies.

Wendy is committed to her clients’ success. Whether analyzing cash flow or projecting income taxes, she ensures that all financial decisions lead to achieving her client’s life goals.

A native of Cape Town, South Africa, Wendy fell in love with the sparkle of the City of Angels while backpacking around the world in her 20s, in search of her dreams.

Wendy is a frequent speaker at conferences and association meetings, is a member of the California Society of CPA’s and the American Institute of Certified Public Accountants and can also often be seen as an expert on ABC7 News, CBSN Los Angeles and in many written publications across the United States.

Thank you so much for joining us! Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’?

I grew up in Cape Town, South Africa. I was the first in my family to finish college. After getting my Chartered Accounting license, I packed a bag and went backpacking around the world for a year. I landed in Los Angeles and fell in love with the excitement and possibilities in this city that I grew up seeing only on TV. Walking down Rodeo Drive felt surreal. As luck would have it, a friend in Sydney, Australia had given me a letter to deliver to her friend in Los Angeles. I called her and after chatting for a while, I said how lucky she was to live in this city. She asked what work I did and I said I was an accountant. Well imagine my surprise when she kindly made a few calls for me and I had 3 interviews in 3 days. I took a bus to Ross Dress for Less to buy myself appropriate interview clothes. Within a week I was offered a job. I called home and told my parents I was staying in Los Angeles. Can you imagine their reaction? All they knew about LA was what they had seen on TV, not always flattering news.

So I found a furnished room to rent and set about LA living! Today, twenty three years later, I have been married and divorced, bought and sold property and businesses and learned to navigate the American financial and tax systems. I still feel very blessed to be here!

Can you share with us the most interesting story from your career? Can you tell us what lessons or ‘take aways’ you learned from that?

In 2010, I had been running my own tax business for three years, I was a single mom with a 3 year old toddler and I was tired and burnt out. I decided to sell my business and take a job with regular hours, a regular paycheck and benefits. I was actually pretty excited as the company I was going to work for was a prestigious business management firm in Beverly Hills. So every day I got all dressed up, dropped my daughter at pre school and headed into traffic for the better part of an hour. After two weeks, the novelty of the security of a job had worn off and I was miserable. I did not like having a boss, being told what to do and when to do it and the worst part was working with clients who I did not like or respect. Two weeks! I stuck it out for a whole year (I am not a quitter) before leaving to restart my business. I learned several things from this experience that I often share with my clients who reach a burnout point. One, take care of yourself first. Two, we are not all built to be employees just as we are not all built to be business owners. Know who you are, what you want and stick to that. Don’t get fooled into following the shiny object.

What do you think makes your company/brand stand out? Can you share a story?

We are a subscription based blend of coach, consultant and tax preparers. Our focus is not just preparing a tax return once a year. Instead, we focus on meeting with clients throughout the year, working closely with them to create profitable and responsible businesses that give them joy and support their lifestyle choices. Clients come to us for tax help and then are thrilled when they realize we help with so much more. One of my favorite clients is a digital production company based in Virginia that came to us for tax advice. At the time they were at break even and loaded up with bank and credit card debt. Now, two years later, we have helped them extinguish their debt and turn profitable. This is our “why” as now their children enjoy time with parents who are not constantly stressed and emotionally unavailable.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful to who helped get you to where you are? Can you share a story?

At the first accounting firm I worked at in Los Angeles, I met a couple who had moved to California from Canada. I worked with them to build their US based business and manage the cross border issues. When I left that firm and took another job, they came with me because of the trusted relationship we had built. They are still clients today but more than that, they became my family. I had no family here in Los Angeles. Harold and Erica supported me through my career choices, my divorce, raising my children and now reviewing my books before I publish them. I am ever grateful for their guidance and support.

Now let’s shift to the main focus of this interview. We would like to explore and flesh out the trait of resilience. How would you define resilience?

Resilience for me is getting up when you are down. Never giving up.

What do you believe are the characteristics or traits of resilient people?

I believe resilient people are optimists. We can see the sunshine through the clouds. We are also tenacious and do not give up. We believe we can.

When you think of resilience, which person comes to mind? Can you explain why you chose that person?

Nelson Mandela. I grew up in South Africa during Apartheid and then when Nelson Mandela was released from prison and became President. He showed us real resilience. He spent 25 years in prison and came out positive and optimistic and took the helm and never looked back.

Has there ever been a time that someone told you something was impossible, but you did it anyway? Can you share the story with us?

Yes! When I was in college in Cape Town, I used to dream about coming to live in America and my friends would laugh at me. During those times South Africa was closed off from the rest of the world, especially from the US. I never gave up. It was my dream.

Did you have a time in your life where you had one of your greatest setbacks, but you bounced back from it stronger than ever? Can you share that story with us?

In 2005, my husband and I sold everything. My business, our home, our cars and we packed up and moved to his small home town in southwestern Michigan near the Indiana border. We bought a blue collar bar and a home on the lake. I was excited for this new start. Sadly, after nine months, it all fell apart. The bar owner’s life was much harder than we imagined. I felt very alone. The final straw for me was when I found out that my husband had an affair with a bar patron. I packed my things and headed back to Los Angeles. I had to start all over again and rebuild my life. And rebuild my life I did. I rebuilt my business, I remarried and now have a wonderful husband, two healthy children and a dog.

Resilience is like a muscle that can be strengthened. In your opinion, what are 5 steps that someone can take to become more resilient? Please share a story or an example for each.

My top 5 steps for being more resilient are:

  1. Set goals for your life and keep those goals front of mind. For me, this helps me get up when I am down. After leaving my six figure prestigious job, I knew I needed to rebuild my business in order to create a work life balance that would allow me to spend more time with my daughter.
  2. Have a strong support team. Making the tough choices is much harder alone. My husband and I had to terminate a 20 week pregnancy. This was one of the hardest things I have ever done and with his support, I was able to get back up and be there for our daughter and my clients who all needed me.
  3. Have an outlet for negative feelings and experiences. My outlet used to be food, especially ice cream but as I have gotten older, I have learned to use healthier coping strategies and stress relievers. Now I use my Peloton Tread and spend thirty minutes journaling every day. When I first heard about how to journal as stress relief I thought it sounded quite silly but I decided to give it a try. It works! Writing it down all the negative and nasty thoughts in my head gets them out of my mind and my life. Then I rip the pages into tiny tiny pieces and bye bye negativity.
  4. Ask for help. This one is very difficult for me personally. I have always been very self sufficient and I used to think that asking for help is a weakness. Being a single mom was how I learned to ask for help. It was essential for me to reach out for help when I needed it. Now asking for help has become easier in both my professional and personal life. This is definitely a muscle that gets stronger the more we work at it.
  5. Take Action. I have found that just getting up and doing something changes my mood and helps me be resilient in a stressful situation. When my landlord threatened to double my office rent, I started making calls. Rather than sit at my desk in horror, I made phone calls to leasing agents, to colleagues and friends to understand the marketplace and what my choices may be. This action led me to resilience and back to optimism. Action changes up the stress dynamic for me.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger.

I would teach and inspire young people to embrace their financial futures. To understand the role of money in their lives. Not to fear money or see money as a weapon. To create abundance and attract the money to their world that supports their life goals.

We are blessed that some very prominent leaders read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why? He or she might just see this, especially if we tag them.

Yes, Suze Orman! I have followed and read Suze’s work for many years and I have always respected her no nonsense approach to money. Telling people what they need to hear rather than what they want to hear. I use the same approach with my clients. Some tough love but always honest answers.

How can our readers follow you on social media?

Linkedin: https://www.linkedin.com/in/aboutprofitconsultant/

Instagram: https://www.instagram.com/about_profit/

Facebook: https://www.facebook.com/wendybaboutprofitcom8-378683252763167/?__tn__=%2Cd-k-R&eid=ARCvZRqv371Ca_u3v-kEM8WuzLAK4x-KE5cOufK9SaYF2JnjIzDrm733_2TyccBPWrhg5jsv-w8Tx4Vx

This was very inspiring. Thank you so much for joining us!


Wendy Barlin of About Profit: Rising Through Resilience; Five Things You Can Do To Become More… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Dan Cook of To the Point Collaborative: Five Things You Need To Build A Trusted And Beloved Brand

Find out what your brand truly is. Sounds simple, right? But far too many companies confuse advertising with brand, sales with brand, profits with brand. Your brand is that chorus of all the voices talking about you in the marketplace. There are so many case studies of major companies that for years stumbled along not understanding how the public perceived their products. Then, they did the exhaustive research required to find that out. The winners course corrected. The losers can be found in bankruptcy court.

As part of our series about how to create a trusted, believable, and beloved brand, I had the pleasure to interview Dan Cook.

Dan Cook is a longtime journalist, with stops along his circuitous route at BusinessWeek, Knight Ridder, Newhouse Publications, American Lawyer Media, Reuters, Time, and various other journalistic weigh stations. For the past six years he has been a regular contributor to BenefitsPro.com, an online news service dedicated to the healthcare and insurance industries. He has written more than 2,000 articles for BenefitsPro and has an insanely detailed understanding of health insurance and healthcare reform. A Cleveland native and diehard Indians fan, he lives in Portland, OR.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

My serendipitous introduction to the world of Wikipedia editing came when I was doing marcom work for a Portland tech startup, Pixetell. The founder desperately wanted to be included in Wikipedia and charged me with making it happen. I had no idea how to proceed. But I did have a friend, Pete Forsyth, who was among Wikipedia’s earliest volunteer editors. He had just started training people to edit Wikipedfia, and he took me on as a paying client. Together, we got the article up there. Even though the company is long gone, Pixetell remains on Wikipedia! Subsequently, Pete and I started working together as Wikipedia consultants.

Can you share a story about the funniest marketing mistake you made when you were first starting? Can you tell us what lesson you learned from that?

I made so many mistakes as I learned the ropes of Wikipedia editing! It is a very precise discipline, practiced by very precise people. My first big mistake that got outside the office was telling a couple of people I shared space with that I’d “get them on Wikipedia.” (Ha-ha! That’s not how it works, folks.) These were two pretty good friends of mine, and when I went to post the articles, they both got shot down by the volunteer community post haste.

This was years ago. But what I learned from that was I better memorize the guidelines for adding new articles to Wikipedia and get a solid understanding of Wikipedia’s definition of notability — the very thing that qualifies a subject for an article. Boiled down, the lesson was: Do you homework before you promise something you can’t deliver.

What do you think makes your company stand out? Can you share a story?

What makes us stand out is our knowledge of the rules of Wikipedia editing, and the culture of this open source space. We know how to work with volunteers so they will review our edit requests objectively but with an eye to helping us improve articles. The public relations person of a major metropoiitan public school system asked for help in editing the new superintendent’s article in Wikipedia. We spent time seeking out thoughtful editors who specialized in improving public school articles and found a match for our client. She was able to effectively update and improve the superintendent’s article with the help of the volunteer, who still maintains that article and keeps it up to date.

Are you working on any exciting new projects now? How do you think that will help people?

We recently launched a free webinar series designed to educate public relations, branding, and marketing professionals in how to offer Wikipedia article editing services to their clients. In the current uncertain economy, article editing is a great way to add a new revenue stream for these firms while positioning their clients better in the marketplace. We had so much fun planning and scripting the webinar and promoting it mainly through LinkedIn video ads! It helps us because p.r. firms are our ideal clients, and it helps the firms because they add revenue and can basically white label our services as their own.

Ok let’s now jump to the core part of our interview. In a nutshell, how would you define the difference between brand marketing (branding) and product marketing (advertising)? Can you explain?

Advertising content is completely within your control. Branding elements can range all over the map, and it’s up to you the brand manager to manage them so the messages are consistent.

Wikipedia is a great example of branding vs. advertising. Wikipedia rules prohibit any hint of advertising speak in an article, and any p.r. or marketing person who tries to add blatant marketing language to an article may well be banned from editing forever.

BUT, a paid editor who understands Wikipedia’s rules of engagement can manage an article for a client. The article will never be under your control. But you can influence what is in there by working effectively with the volunteer community. And because people trust what they read on Wikipedia, a well-done article that is honest, accurate, well sourced, and up to date has more influence that most advertising vehicles.

Can you explain to our readers why it is important to invest resources and energy into building a brand, in addition to the general marketing and advertising efforts?

Your brand is a collaboration between you, the brand manager, and everyone else who touches the company. That includes customers, employees and ex-employees, leadership, the media, your business partners. And anyone who visits or edits your Wikipedia article — even competitors.

Your brand is the chatter these parties create about you in the marketplace. You can create the messaging you prefer, but you can only manage, not control, your brand once it leaves your advertising/marketing platforms.

Brands must be cultivated, nurtured, monitored, discussed. Advertising is easy compared to managing social media chatter, Wikipedia content, Yelp! Reviews, and what competitors and critics say about you. But advertising is seen as the company’s viewpoint only. No one is fooled that it is the whole story. That’s why non-advertising elements, like Wikipedia, are so vital to success in the marketplace. These other voices outside of the advertising world, form a chorus that adds up to credibility in the minds of your potential customers, clients, employees, potential investors, and partners.

Can you share 5 strategies that a company should be doing to build a trusted and believable brand? Please tell us a story or example for each.

  1. Find out what your brand truly is. Sounds simple, right? But far too many companies confuse advertising with brand, sales with brand, profits with brand. Your brand is that chorus of all the voices talking about you in the marketplace. There are so many case studies of major companies that for years stumbled along not understanding how the public perceived their products. Then, they did the exhaustive research required to find that out. The winners course corrected. The losers can be found in bankruptcy court.
  2. I’ll give you an example of discovering your brand. My company was promoting Wikipedia consulting with LinkedIn video ads. But we were not yet getting our ideal clients. The ads were getting plenty of views and we were getting inquiries. Just not the right ones. So, we started a 6-month campaign of dueling video ads. We would use two ads with essentilly the same message, one targeing one specific LinkedIn audience, the second another. We tested positively phrased (you can enhance your client’s brand) and negatively phrased (have you tried and failed at Wikipedia editing?) messages against one another. We kept the same spokesperson, only varied the length a bit, and tested other variables. Finally, we found the sweet spot — public relations agencies with multiple clients who already had Wikipedia pages, rather than fairly unknown folks who wanted an article of their own. But we had to suspend our original beliefs about the type of clients our messaging would attract. Now, we are getting those ideal client inquiries.
  3. Understand the difference between managing and controlling your brand. If you are a small business, you should probably spend 80% of your time managing your brand, and the other 20% on advertising and messaging that you create. Too many small-to-mid-sized businesses agonize over the content on their website, their blog posts, their newsletters, and don’t pay enough attention to their perception in the chatter world. Craft your key messages, choose your key words, create your ads (wherever you are placing them), get them out there and leave them alone. Turn your attention to where your brand is being discussed, join the discussion, and start managing, listening, and course correcting. Once you have a consistent strategy for identifying your brand and being part of it, you can go back to your ads and revise them accordingly.
  4. Wikipedia is perhaps the best example of a lost opportunity for those who have an article. (Don’t try to write a new one without an expert’s help! That’s a rabbit hole with a dead end if you aren’t an expert.) People think they can’t control what’s in an article about themselves or their company. If you know the rules of Wikipedia editing, you know that you can influence what’s there. The telecommunications giant Vonage is among the companies we have worked with to manage their Wikipedia article. Over a period of about a year, a staff person was trained by us and went on to update all the information on the page, have old stuff removed, and correct negative information about Vonage that simply was not substantiated. But she knew the rules of engagement and, by following them, improved the company’s brand messaging, and added a powerful new skill to her already impressive skill set.
  5. Never argue with the chatter world about your brand. Ignore, or listen and learn. When managing your brand, it never pays to get into a fight with a critic. You cannot control what they are saying about you. But you can amplify the negativity by arguing with them.

Critics fall into 3 categories:

  • ‘The Haters’ — Unhappy customers, ex-employees, or clients: They don’t like you and/or your products and will NEVER change their minds about you. They want to hurt you and engaging with them accomplishes that. It makes you look small and petty and, generally, wrong.
  • ‘The Trolls’ –attention seekers: These are critics who just like attention or want to stir up trouble. They don’t care about you or your product. They just want to get a reaction. If you’ve raised children, you are familiar with this tactic. How well did it work out to fight with your kids?
  • ‘The Lovable Critics’ who want to help you: These are people who truly have your best interest at heart, and are expressing it by saying, “Hey, you are getting this thing over here wrong. Please fix it!” These are the folks you listen to, learn from, and send coupons, free products, and holiday boxes of sweets to. Then, immediately put them on your priority email list.

Lesson: When someone attacks you — justifiably or not — listen, and either respond positively, or let it go. If you can’t learn from your critics, don’t fight with them.

Restaurateurs who battle with authors of poor reviews are a prime example of poor brand management. One Mexican themed restaurant in town became so fixated on negative reviews on Yelp! that they overlooked two key points: 1) Many of the critics had received either poor service or food and were noting an inconsistently in the delivery of the product; 2) their loyal customer base was so strong that they were able to open two new locations that were thriving during COVID. The owner complained to me bitterly about the negative reviews, thus amplifying them. She also complained that satisfied customers were not writing positive reviews. Who care?? Pay attention to what the critics are saying, and fix that. And don’t hassle your loyal customers to stop what they’re doing — enjoying your food — and write something on Yelp!

  1. Manage the elements that matter most to your brand. As noted above, I would focus most of my resources on managing those brand elements that cannot be directly controlled. But know where the discussion about your brand is worth managing, and where you are wasting too many resources on too few influencers. When small-to-mid-sized companies “discover” branding, they tend to launch into a frenzied assault across all platforms. OMG — what are we saying on Twitter? Are we on Instagram yet? Has that new landing page on the website been finished? When do we launch our first webinar? Generally, these companies have not tested ANY of those platforms except randomly. Platform response varies greatly depending upon the product or service you offer. For instance, if you are offering content management services, there’s only so much Instagram can do to help boost sales. You need to be where eyeballs searching for content creators lurk — and nowhere else. Unless you have unlimited marketing resources, you need to thoughtfully choose the platforms you will monitor and engage in. Would you continue to spend advertising dollars on a medium that was producing no conversions? No. Apply the same test to platforms where you manage the discussion rather than control the content. If your target audiences are not there, don’t waste resources on it.
  2. Early on in our Wikipedia consulting, we test marketed several industries, included the health care and credit union industries. We were getting nowhere, even with companies whose Wikipedia articles were in terrible shape. Finally, a credit union executive flipped on the light switch for us. “Credit unions are essentially locally based with local customers. We would rather spend our marketig dollars on billboards, radio, TV, and online ads, and local sponsorships, than Wikipedia.” The same was true of most healthcare systems: They were essentially local, often without a lot of competition, and a well-done Wikipedia article was not going to drive a lot of business their way.
  3. Make sure your advertising messaging accurately reflects your brand reputation in the marketplace. You can totally control your advertising content, so make sure you revise it based on what you learn about your brand from the chatter world. For example, if your advertising campaign is based on being the low-cost solution when people in the chatter world are praising your quality, it’s time to switch that message — and raise prices. If Millennials online are embracing you but your ads target Baby Boomers, it’s time to revise the message. Never stick with an advertising campaign that is out of synch with what people are actually saying about you. Even ongoing strong sales can be misleading. Especially if your direct competitor makes the shift first.
  4. The U.S. auto makers were woefully bad at doing that during the 1980s when the Japanese and German car builders ate their lunch. U.S. auto makers were still promoting big, sleek cars with lots of comfort features. The Japanese and Germans talked about economy, quality, durability, performance. The U.S. makers were still selling planned obsolescence. The foreign car makers knew from research that consumers wanted vehicles that lasted and spent little time in the shop.

In your opinion, what is an example of a company that has done a fantastic job building a believable and beloved brand. What specifically impresses you? What can one do to replicate that?

Oregon Humane Society (OHS) is my all-time favorite. Under the long-time direction of Sharon Harmon, her assembled marketing team has consistently striven to anticipate what folks wanted and expected of the organization. I served on the board of trustees for four years and got an inside look at how the entire team stays focused on its goal: 100% of all animals adopted out. It seemed like an impossible goal, but each year they get closer. Dogs are already at 100%, cats around 80%.

What impresses me is the way they don’t just come up with campaign slogans, they develop campaigns with themes that evolve one to the next. They never rest on their past triumphs, always pushing for higher goals. When they were unhappy because pit bulls had to be put down, they launched a campaign to build an animal retraining center. Now, pit bulls are adopted out regularly.

OHS combines active listening with actionable strategies to build community and consensus as they redefine what it means to be an animal shelter. Their brand is “We love animals and we want them all to have good homes.” And that guides everything they do.

Duplicating such an awesome organization requires:

  • Strong, innovative leadership
  • Experienced and driven marketing team
  • Clearly defined mission and goals
  • Deep ties to the community and a commitment to meeting community expectations.

It can be done. You just don’t see that kind of commitment to excellence very often (or maybe not often enough).

In advertising, one generally measures success by the number of sales. How does one measure the success of a brand building campaign? Is it similar, is it different?

Lots of folks have attempted to quantify branding. You have social media metrics, website metrics, funds raised, or volunteers recruited. The list of metrics that we are told will justify our brand spending is a long and changing one.

But a branding campaign, vs. an advertising campaign cannot be evaluated in 3,6,9 or 12-month segments. If you chart where key numbers are at the start of a new branding initiative, you should be able to see a shift taking place over time in sales, profits, new client acquisitions, online conversions, employee retention, employee satisfaction survey results, visits to the pages you want people to visit on your website, and so on. But managing a brand’s reputation so that it moves in a certain direction takes time, patience, persistence, and a willingness to change direction based on the chorus in the chatter world about you.

An ad campaign may help sell more cars or attract more clients. But when you are creating a reputation for your company, you are selling your organization. If the brand is strong, you should be able to release completely new product lines or offer new services, and the strength of your brand will ensure that they succeed. The purchaser is buying your good name, not responding to an ad.

What role does social media play in your branding efforts?

That depends on the line of business. Fot Wikipedia consuiting, we are all LinkedIn, all the time. That’s where our ideal clients (p.r. agencies) live. And by joining targeted LinkedIn groups, we can reach a much broader audience than the other platforms. We do not want Facebook or Twitter traffic; too random and individual. For our design/communications services, we use all available platforms. Social media’s role in our promotion is growing as we focus our services and better define our ideal clients. While LinkedIn is still a good platform, many nonprofits are active on Twitter, Facebook and, more increasingly Instagram. So, we need to be active there.

What advice would you give to other marketers or business leaders to thrive and avoid burnout?

Two key pieces:

Identify your ideal client, then go after only that client. And do the work that feeds you, that challenges you, that brings you into daily contact with the kind of people you love. You will never be burned out if you follow those rules. (Note: Easy to say, harder to follow!)

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

The movement would require our healthcare system to guarantee equal access to preventative medical care services for everyone in the country, whether they can afford it or not, or are here legally or not. Right now, Obamacare says basic services must be offered at no cost to Americans. But, due to lack of true access to healthcare, millions go without the care that would ensure a much healthier life in the future. This would not only benefit those individuals that cannot access health services, but it would create a stronger, healthier, more vibrant U.S. Such a movement would threaten many in the healthcare industry, from insurers to Big Pharma to specialists to developers of new medical products. They all benefit from an unhealthy population. But it is morally and ethically wrong for that to be the case.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

Easy one: Soar with your strengths. From the book of the same title by Don Clifton and Paula Nelson. I learned this one at an American City Business Journal editors retreat. Changed my management style and my life. At the time, I was spending more time trying to fix struggling employees than encouraging my stars to be all-stars. Once I realized the flaw in that behavior, our newsroom production truly did soar. And I stopped spending so much time working on my personal flaws and more time building out my personal strengths.

We are blessed that very prominent leaders in business and entertainment read this column. Is there a person in the world with whom you would like to have a lunch or breakfast with? He or she might just see this, especially if we tag them. 🙂

So many. But if I had to choose one, I would choose one couple. I would love to cook up a big brunch for the Obamas and just listen to their life stories.

How can our readers follow you on social media?

You’ll find me mostly on LinkedIn but also Notfedupdan on Instagram and #notfedup on Twitter. Dan Cook on Facebook.

Thank you so much for joining us. This was very inspirational.


Dan Cook of To the Point Collaborative: Five Things You Need To Build A Trusted And Beloved Brand was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

The Future Is Now: “The Next-Level of Inter-Device Connectivity” with Coy Christmas of Fasetto

Our core technology is called Gravity. It’s a software architecture that adds intelligence to any network. It enables hyper-connectivity capabilities to the devices it’s installed within and enhances the way they work together — Gravity devices require no router or internet to communicate. So within this self-aware, localized network, devices can share resources like cameras, displays, and even processing power!

As a part of our series about cutting edge technological breakthroughs I had the pleasure of interviewing Coy Christmas.

Coy is co-founder and CEO of Fasetto. Getting his start as a serial entrepreneur in the gaming industry, Coy grew successful companies that created sought-after products that sold at Walmart, Best Buy, and GameStop. Coy’s passionate commitment to creating seamless connectivity between people, their content, and their devices — led to the creation of Fasetto in 2013. Currently, Fasetto’s core technology is Gravity, a software architecture that adds intelligence to networks, which will usher in an unprecedented standard in how devices will work together. When Coy’s not busy orchestrating a seismic change — he can be found in Scottsdale, AZ spending time with friends and family or racing cars at professional tracks around the country.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

I’ve been entrepreneurial for about as long as I can remember. I was in the gaming industry for most of my younger life and had built and sold a few successful companies. I love the rush of discovering something new, and to watch how ideas evolve and grow.

I didn’t start out with any intention of having a company like Fasetto, but we started with a really viable platform idea for the education industry, which then led us to focus our business efforts within the cloud storage space. As much larger companies dominated the market like Dropbox, Box, Apple, etc, we made the conscious decision to start looking at storage and communication solutions between devices from a local level. And that’s where we are today. All of us at Fasetto — and especially me — get a great joy out of the challenge of achieving something no one else has made.

Can you share the most interesting story that happened to you since you began your career?

One time I had a meeting with a series of potential investors in the Netherlands. I met with one investor who was really, really wealthy. And his office was located above a public zoo. His specific office was exactly above the gorilla exhibit that had a few insanely huge silverback gorillas. There was a huge treasure chest in the middle of his office and when you opened it up and looked down, you could see them down there and you could throw some food down to them via a tube. It was like something right out of a 007 movie. And it smelled… like the zoo. The places you find looking for funding can lead you to some really interesting situations. So, my advice is to just keep your eyes and ears open.

Can you tell us about the “Bleeding edge” technological breakthroughs that you are working on? How do you think that will help people?

Our core technology is called Gravity. It’s a software architecture that adds intelligence to any network. It enables hyper-connectivity capabilities to the devices it’s installed within and enhances the way they work together — Gravity devices require no router or internet to communicate. So within this self-aware, localized network, devices can share resources like cameras, displays, and even processing power! With our APIs one can then create amazing ways for devices to work within the same connected experience. Gravity is going to lead the way for the next-level of inter-device connectivity.

How do you think this might change the world?

I believe we are bringing the clearest idea of IoT to the world — but removing the lag, security risk, and dependency of the internet to operate. By creating an ad-hoc, localized network of devices that can share resources, you can leverage all the resources of the device network in new ways you never could before. You can give smart processing power to simple, connectivity devices that don’t currently have it. You can take a video call on your TV and your phone can act as the microphone. And Gravity doesn’t stop by connecting only two devices, it can enable 3–4 or more devices to work together simultaneously. Developers will create things they could have never dreamed of because they’ve never had genius-like devices that could do this.

Smarter travel, cars, homes, manufacturing — Gravity enables all that in ways we have yet to imagine, but we can do it in a more secure way without the internet and with so much more flexibility than what’s emerging today.

Keeping “Black Mirror” in mind can you see any potential drawbacks about this technology that people should think more deeply about?

With every new influential technology that gains mass adoption, there will always be someone that will find ways to use it in an unethical way. Gravity can move content around between devices so freely, that we’ll have to work very closely with manufacturers and developers to find those privacy safeguards and mechanisms to keep data private for those who want to.

Was there a “tipping point” that led you to this breakthrough? Can you tell us that story?

It was a really simple use case that made me arrive at the Gravity solution, and I think it’s a use case that frustrates anyone that has multiple devices. I was riding in a cab with one of my partners at the time, and we had no internet, no LTE or 4G. We were speeding to a meeting and I needed to get a file from my phone to his laptop. We were only sitting one-foot away from each other. And I didn’t have a thumb drive, either. And it struck me — between the two of us, we have two devices that both have antennas and receivers, they both have connection capabilities, but here we were unable to share a file. We simply wanted to move my content from one machine to another. Shouldn’t be that hard should it?

What do you need to lead this technology to widespread adoption?

We want to get Gravity into as many devices as we can. The best device form factor to do this is the smartphone. The smartphone is the device everyone owns and is the lead device that has birthed so many other solutions like apps and ancillary devices like Bluetooth speakers, smart thermostats, etc.

What have you been doing to publicize this idea? Have you been using any innovative marketing strategies?

We’re finding that creating our own use-cases for Gravity works best to help illustrate the capabilities. We’ve created three unique software engines that are intended to work at the native-level of a device OS — a data-sharing engine code-named Zodiac; Aquarius — a unique video engine that allows one to access another device’s camera and add it to their own video to create multi-angled videos; and Gemini — a video-sharing engine that allows you to share videos with others without the internet. We have more coming out that I’m really excited about, too.

We also maintain a big annual presence at CES every year and also leak things out gorilla style on Reddit and other social channels.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful to who helped get you to where you are? Can you share a story about that?

It’s not just one person, but many people. You can’t achieve success unless you have help. You can put in the long hours and the dedication, but you need someone to confide in. This road can be stressful and expensive. I’d have to say if it wasn’t for every single one of my investors, we wouldn’t be here. They’ve given me the freedom to let me run the company, execute the vision, support us and not put incredibly restrictive terms on what we’re doing. It’s a great relationship to have. If the investment terms are too restrictive that you might get from VC, even-though the funding is awesome, you can lose the initial vision of the company. We’re really fortunate to have the investors we have.

How have you used your success to bring goodness to the world?

Yes, of course. As a CEO, I believe I have responsibility to my employees and their families. I want to bring a culture of caring to our business and want my employees to feel if they need something, they can ask the company for help. I also care a lot about education, so we offer our Forum product to schools for free, which works great in older-aged classrooms.

What are your “5 Things I Wish Someone Told Me Before I Started” and why. (Please share a story or example for each.)

Here are my five:

  1. It will take longer. Nothing works the way you put it down on paper. It always takes longer than you want it to. Always.
  2. It will cost you double. Whatever you think your budget is, it will cost you double or more. There are so many unknown costs along the way. Or something doesn’t come out right and you have to do it again, etc.
  3. Try to balance and prioritize. This is not always a sprint, you have to have ebbs and flows in your business so you can take time to reflect and know how to move ahead.
  4. Read the book Good to Great by Jim Collins. Amazing book.
  5. Don’t be afraid to say no. Don’t cut your nose to spite your face. If you think you’ll always have to say yes, you might get something in the short term, but it could be sacrificing the long-term vision.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I would create a movement to bring coding as part of the core curriculum to schools. It’s a new language and is fundamental to the future. It should be taught like Spanish or a second language. And every child should have the opportunity to learn it. With the hardware and software capabilities we have today, I really believe our only limit is our imagination.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

I have two sayings that guide me in life. The first one is, always treat others the way you want to be treated. I even have it tattooed on my arm as a reminder. It’s not because you’re expecting something in return, it’s just the moral thing to do. Always take the high road. It’s difficult in business, because morality doesn’t always work in business, but I’ve found it’s worked for me over and over. The other is don’t ever quit. It always gets tough, but those tough times build character and so you keep pushing. It’s not always the most talented that win, but those with the most tenacity.

Some very well-known VCs read this column. If you had 60 seconds to make a pitch to a VC, what would you say? He or she might just see this if we tag them 🙂

The electronics industry is stale. No one is lining up to buy new devices like years ago. Phones are just making incremental improvements in camera, battery, and resolution. There are no seismic changes. But Gravity is that change. Gravity adds intelligence to Wi-Fi between devices so they can do more together than ever before. TVs will interact with phones like never before. Devices will interact with your car like never before. Gravity adds intelligence before and after the transmission. Gravity is the future and I’m excited to get there.


The Future Is Now: “The Next-Level of Inter-Device Connectivity” with Coy Christmas of Fasetto was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

The Future Is Now: “Wearable tech that reminds you to maintain Social Distancing” with Rob Hruskoci

The Future Is Now: “Wearable tech that reminds you to maintain Social Distancing” with Rob Hruskoci of Advanced Industrial Marketing

In the short-term future, there is no vaccine for COVID-19, so it is emphasized with urgency every day that the best course of action is social distancing. Our product is a reminder, allowing you to maintain social distancing status at all times. The EGOpro Active Tag uses UWB technology to maintain CDC recommended guidelines to send a vibration to alert both tags, and the people wearing them, of a breach in social distancing. Ideal for factories, warehouses and construction sites where it is difficult to measure the minimum distance between employees, it has everyday applications for retail and is even being used in a museum setting.

As a part of our series about cutting edge technological breakthroughs, I had the pleasure of interviewing Rob Hruskoci.

Rob Hruskoci is the owner and CEO of Advanced Industrial Marketing (AIM). With more than 22 years of experience in the industry and an educational background in engineering from Purdue University, he understands the needs of his clients’ business and brings unique technology solutions to market.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

I founded Advanced Industrial Marketing because I identified a need to bring professional sales and expertise into the industrial environment. We specialize in higher tech products, and by utilizing my engineering degree from my undergraduate education, I was able to help bring these high tech products into the industrial space. Over time we have transformed into material handling specialists. We have a suite of products that we offer to improve the safety and efficiency of material handling operations and proximity detection. Up until March, no one considered the need for human-to-human protective technology. We’ve since evolved our traditional product and morphed into a people-to-people detection system in this new world of social distancing.

Can you share the most interesting story that happened to you since you began your career?

One of the most interesting things that has happened to me in my career was discovering the need for my expertise across the pond. I never really set out to do sales and marketing of unique technology from Europe like AME; however, when we started getting into the international market, I discovered a huge need. It can be difficult to bring European products to the US market, but I am always up for a challenge. The expertise and knowledge that I have has directly translated into solutions of the problems my clients face. Expanding AIM’s horizons led to working with innovative partners with unique technologies. With my business located in Indiana, I never expected to be working with people across the world.

Can you tell us about the “Bleeding edge” technological breakthroughs that you are working on? How do you think that will help people?

In the short-term future, there is no vaccine for COVID-19, so it is emphasized with urgency every day that the best course of action is social distancing. Our product is a reminder, allowing you to maintain social distancing status at all times. The EGOpro Active Tag uses UWB technology to maintain CDC recommended guidelines to send a vibration to alert both tags, and the people wearing them, of a breach in social distancing. Ideal for factories, warehouses and construction sites where it is difficult to measure the minimum distance between employees, it has everyday applications for retail and is even being used in a museum setting. We can contribute to keeping the numbers down. If everyone were to have a product like this, it would ensure that people adhere to social distancing guidelines and therefore keep people safe.

How do you think this might change the world?

In the new era of social distancing, this could be a long-term solution in order to reopen the country and ensure safety.

Keeping “Black Mirror” in mind can you see any potential drawbacks about this technology that people should think more deeply about?

This is best of class technology. It uses a UWB frequency band that allows for very fast and very precise positioning as well as secure communication. Even with a full suite of contact-tracing products, the data that is being transmitted is private and extremely secure. The frequency that we are transmitting it on is hard to crack and is not like WiFi or Bluetooth. Our people-counting device, LASE PeCo, counts the number of people simply by calculating the height of people, but there are no other identifying factors. The device can distinguish between an adult, child and a shopping cart by inputting the suggested height of an adult and a suggested height of a child. It is not a security camera or system, but a people counter.

Was there a “tipping point” that led you to this breakthrough? Can you tell us that story?

We were already in the business of proximity detection, protecting people from machinery in the workplace. Heavy machinery is often one of the leading causes of injury/death in a work setting. Now, there is a new danger. The virus has changed the way we operate in our daily lives. We were already experts in proximity detection and with social distancing in full swing, a safe distance between individuals is key to preventing the spread of the virus. This unexpected circumstance led us to reconfigure the system to do people-to-people detection as well. We are using the same core technology, and by innovating with the current times, have been able to come up with a solution to this new problem.

What do you need to lead this technology to widespread adoption?

What we need is the acceptance of the market to invest in this technology. The virus is not going away, and social distancing is part of our future. Relying on people to always maintain social distancing is not going to suffice. The acceptable, reliable measures are low-cost solutions. Our technology can protect people from transmitting the virus and therefore keep numbers down. We need acceptance and willingness to adhere to social distancing.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

When I started this business, I had a partner along the way who really had bigger ambitions. At the time, he was talking about using our expertise to find partners in Europe and across the world and bring their technology to the USA even though I didn’t think we were ready for it. He was always confident this was the direction we should take the company. He was the motivator behind the turning point for the company. He is no longer with the organization anymore but we are still good friends and I talk frequently about the journey and how his guidance has transformed the company and helped me to see the bigger picture.

How have you used your success to bring goodness to the world?

Our technology is being deployed in mostly industrial situations. The material handling in these areas are very dangerous. As we know, it is one of the leading causes of fatalities in most industries. It is always in the top 10 of OSHA violations. Material handling in the industry is a dangerous thing. We are helping companies realize that with the adoption of this technology we can improve the safety and therefore keep employees safe. We have taken our expertise and knowledge from proximity detection and transformed it into social distancing. Following guidelines from the CDC and World Health Organization, we are trying to keep people at a safe distance. We are alerting them that social distancing has been violated. We are taking the key safety message and adapting it into this new COVID world.

What are your “5 Things I Wish Someone Told Me Before I Started” and why. (Please share a story or example for each.)

1. It is ok to say no. Instead of forcing our solutions into applications that aren’t a fit, we have tried to “make” things work just to satisfy a customer. These never turn out well and often lead to unhappy customers. As hard as it is, it’s much easier to tell a customer no, we can’t offer a solution to you at this time.

2. Leadership styles matter. Different people in your organization need different things. How you lead them is key to your company’s success. One needs to recognize the individual’s needs and adjust accordingly.

3. Hire experts to help build your company. I am not an expert at everything. It’s perfectly fine to hire people to do work for you. In the long run, it ends up saving time, money and your company can grow from the input that these experts can provide.

4. Don’t sweat the small stuff. Most things that I worry about never happen. Don’t waste time and energy on them!

5. Learn to delegate. I have hired people in my organization who are talented. I need to rely on their talents more and give them key positions in projects across the company.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“Lewis and Clark were lost most of the time; If your idea of exploration is to always know where you are going, and staying inside your zone of competence, you don’t do wild new shit. You have to be confused, upset, think you’re stupid. If you’re not willing to do that, you can’t go outside of the box” Bill Gates, Founder of Microsoft.

Some very well known VCs read this column. If you had 60 seconds to make a pitch to a VC, what would you say? He or she might just see this if we tag them 🙂

Our social distancing technology was developed by engineers who have been doing proximity detection for the last 20 years. Keeping people safely away from objects is nothing new to us. Using that expertise we have developed a technology that is incredibly reliable, extremely fast and precise. Most importantly, it is secure from a data perspective. This technology is unmatched across the world as far as what we can offer in our light and our contact tracing which can lead to people counting, managing people in areas and alerting authorities to violations. I think the key thing to remember is that our technology can apply to several aspects. We can use that same technology to do people-to-machine, man-to-machine and now people-to-people. We are one of the only companies in the world that has the technology to adapt for an advanced feature down the road.

How can our readers follow you on social media?

https://www.advindmktg.com/


The Future Is Now: “Wearable tech that reminds you to maintain Social Distancing” with Rob Hruskoci was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Candace Nicolls of Snagajob: 5 Things You Need To Know To Successfully Manage a Remote Team

Collaboration challenges. How often have you stood with your team around a white board, or had a stand up by your desks? These things can be replicated with online tools, but getting the hang of moving to online collaboration, especially when one person might have internet issues, another is wrangling a toddler, and another is trying to keep their dog from barking, can be tricky.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Candace Nicolls, Senior Vice President of People and Workplace at Snagajob, where she leads talent acquisition, human resources, HR compliance, training and development, employee engagement, community support and facilities management. With more than 20 years of experience in talent management and acquisition, Candace is passionate about providing an awesome candidate experience. Candace is active with many of Snagajob’s community partners, including Rebuilding Together Richmond, Junior Achievement, Special Olympics Virginia, and Big Brothers Big Sisters of Greater Richmond, where she sits on the Board of Directors. A graduate of the College of William and Mary, Candace holds SPHR, SRHM and SCP certifications.

Thank you so much for doing this with us Candace! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

I sort of fell into this field, not unlike a lot of people I know in recruiting or HR. Shortly after graduating college, I moved to a new city where positions in my somewhat obscure degree field were non-existent. I registered with a temporary service, and my second assignment was in their office… and I didn’t leave for 6 ½ years. I was able to move from a receptionist to a recruiter, and as my career progressed with other companies, I was able to concentrate on technical recruiting and management, which eventually brought me to Snagajob. An entire company dedicated to helping people find their right fit position sounded like the perfect place for me! A couple of years after I started here, I had the opportunity to move into a hybrid HR/recruiting management role, and as we grew, so did my responsibilities and our team. I joined Snagajob’s executive team in November of 2018, and here we are!

Can you share the most interesting story that happened to you since you started your career?

Many, many years ago, a leader at the company I was with introduced me to the concept of “raving fans”- creating incredible experiences so you don’t just build customers, you build advocates. That was a real light bulb moment for me, and I’ve tried to approach a career that’s based on interactions with others this same way- you really have to differentiate yourself in today’s competitive talent world and relationship-building is a fantastic way to do so. This concept is really what makes great employer brands stand apart, too. I’m constantly amazed at how small the world is- you meet so many people in this industry, and I’ll still bump into people I met 15 years ago who remember me. It really emphasizes the importance of making sure you treat people not just with kindness, but that they really feel like you’ve done your best for them.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

It’s been a long time since I was first starting! Most of the mistakes I can think of were more cringe-worthy than funny, and typically involved sending someone with the wrong skill set or attire to a customer site when I was in staffing.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

As the leader in your organization, remember that your actions set the tone for everyone below you. You need to project the right balance of realism, optimism, empathy, and inspiration, especially in times of crisis. You need to clearly communicate what you’re seeing that impacts the organization and how you’re making decisions. You need to embrace flexibility, push leaders to embrace flexibility, and recognize the work that people are doing while they’ve got unprecedented macro impacts weighing on them. This is also the time when focus and prioritization are more important than ever. You’ll probably need to pivot what your organization is doing, so making sure people understand what you have to accomplish, and by when, matters immensely so they aren’t doing throwaway work. You need to encourage people to step away, or even better, understand the pressure people may be under and look at new opportunities to implement innovative solutions, like giving the entire company the day off. Take the time to really understand where people are and where they’re coming from, and adapt your message if needed.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

I’ve had at least one person on my team in a geographically different location than me off and on for about sixteen years.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

There are definitely some traps that managers can fall into if they’re not careful when they first start managing a remote team:

  1. If I can’t see you, how do I know you’re working? This is probably the most important one to squash. If companies aren’t used to working remotely, and especially if there’s not a relationship of trust that’s been built between manager and employee, a dynamic of micro-management can quickly evolve.
  2. Access to information. When we’re in offices, we pass each other in the halls and share information. We linger after meetings and have carry over conversations. We swing by someone’s desk to see if they can help with something. When everyone’s remote, these things aren’t possible, so information must be intentionally shared.
  3. Assignments may not be clear. Everyone needs to understand what they’re supposed to be doing, and that’s even more critical when working from home. If someone is used to standing up and asking a colleague a clarifying question, the lack of ability to do that might leave someone in limbo if they’re not sure how to do something.
  4. Lack of connectedness. Generally, people have friends at work, and getting to work with them is a big part of why people enjoy their jobs. Personal conversations and connection are a big part of what makes people productive, and missing out on that together time can lead to feelings of isolation or loss (on top of everything else remote workers are dealing with right now).
  5. Collaboration challenges. How often have you stood with your team around a white board, or had a stand up by your desks? These things can be replicated with online tools, but getting the hang of moving to online collaboration, especially when one person might have internet issues, another is wrangling a toddler, and another is trying to keep their dog from barking, can be tricky.

Based on your experience, what can one do to address or redress each of those challenges?

Fortunately, there are LOTS of things you can do to make sure you’re leading your remote teams successfully:

Overcommunicate: When in doubt, assume more is more. Context is really important, so make sure you’re talking about what you’re seeing, why you’re making decisions, and share REAL data. Use the right tool for the right job, especially if you’ve got lots of communication channels where people can find info- make it easy for people to find the answers they’re looking for.

Establish clear objectives: Priorities matter more than ever before, so make sure your remote teams know that they need to accomplish. Tie the work they’re doing into the overarching objectives of the organization, and make sure everyone knows what success looks like. Now is not the time to be vague- make sure deadlines are clear, and that everyone knows where and who to go to if they need help.

Celebrate wins and give recognition: We get it- there’s a lot going on, and there’s a lot that has people on edge. That’s why now is the perfect time to make sure you’re celebrating success. If someone is working hard, and is knocking it out of the park, let everyone know that! Make it real, make it specific, and tailor it to the individual. No win is too small!

Check in: Take the time to check in on your people as, well, people. Schedule virtual coffee with them, or make sure you’re taking time during each of their 1:1s to talk about how they actually are. Make sure you’re still talking about individual development, and how you can help someone achieve that next level of success (maybe even while letting them know it’s fine when their toddler joins your team meetings).

Help your team connect: Find ways to make sure your team- whether that’s your specific team or your whole company- are staying in touch. It doesn’t need to be a virtual happy hour- maybe it’s a QBR where everyone gets to show off what they did the previous quarter. Maybe it’s an open virtual meeting where anyone can pop in and say hello or ask for help on something. Maybe it’s a personalized Slack channel where only talking in gifs is allowed. Get creative, and ask your team! There’s probably a way for people to stay connected and successful that you’ve not even thought of.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

There are so many great options for video conferencing that it’s easier than ever to give someone meaningful feedback, regardless as to whether or not they’re in the same room as you. I’m a big proponent of avoiding the “feedback sandwich”, where you hide constructive feedback within two pieces of praise. Instead, there are a couple of key things to keep in mind- first, make it timely. When you see an opportunity to give feedback, do it. Waiting a couple of weeks until your next check in makes it really difficult to be impactful. Second, make sure you’re focusing on what happened and the impact it had, NOT why you think someone did it. We’re big fans of Kim Scott’s approach outlined in Radical Candor. This way, the person understands how the action was interpreted and the resulting outcomes- it doesn’t get perceived as a judgement call against the person that you’re trying to give this feedback to. Ultimately, feedback is a gift, and you want to make sure you’re delivering it in a way that ensures the person on the receiving end understands this is to help them improve.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

If possible, don’t! Feedback is almost always better delivered by an actual conversation. If this is the first time you’re giving someone feedback on a particular area, you really have to give that “in person”, so ideally on video chat, but at least by phone call. Sharing it over email doesn’t guarantee that the right sentiment or context will come through, so it could come across as discipline instead of feedback. If you need to give feedback on something that you’ve already discussed, and an in person conversation isn’t possible to have quickly, sharing the situation by email, referencing the conversations you’ve already had about that topic, can be a bridge until your next conversation.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic. Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

It’s really important to remember that we’ve not all just shifted to working remotely- we’ve all shifted to working from our homes because there’s a global pandemic that’s forced us to. Normal expectations around finding a quiet space away from your kids or pets are no longer realistic, so we all have to reset our expectations of what work looks like right now. If you’re not willing to be flexible on hours, or dress codes, or having kids sometimes crash your meetings, you’re not enabling your employees to be productive. That being said, establishing SOME norms is important. You want to make sure people know where to go for certain types of resources or communications. Do you prefer everyone have their camera on during video calls? Say so! Setting those guidelines as early as possible will help ensure you’re putting the right level of structure into your work.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

If you don’t already have a culture that’s healthy and empowering, it’s not going to suddenly manifest when everyone is remote. If you’ve got a culture that’s thriving, it’s more important than ever to really lean into your mission and core values. Think about the norms that are important to your company, and how you can modify them to everyone being remote. Rituals matter- don’t let them get forgotten just because you’re not all together. If you have a company meeting every Thursday, for example, don’t stop doing those! It’s also a great time to think about how to transfer some of the in person things you’d normally do to a virtual format. Grabbing “coffee” with a colleague, having a team meeting- all can be done online to keep that cadence of communication and connectedness up!

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I have so many thoughts on this, and my family and I talk often about ideas we have around this very thing. If I had to pick one thing, it would be figuring out a way to instill more empathy into everyone. It’s a core component of emotional intelligence, of course, which in my opinion is the most important skill a leader can have. Beyond that, though, I’d hope it could help everyone gain a little more perspective on where other people are coming from, particularly right now when things often feel more divided than together.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“Do all the good you can, by all the means you can, in all the ways you can, in all the places you can, at all the times you can, to all the people you can, as long as ever you can.” It was attributed to John Wesley when I learned it, and while I don’t think he actually said it, this is the approach I’ve tried to take to everything in my life. I think this is more important than ever, as people are facing challenges we never could have dreamed of, all within an incredibly polarized political climate. It’s a good reminder to take a step back and make sure you’re contributing to the inclusion, not the divide.

Thank you for these great insights!


Candace Nicolls of Snagajob: 5 Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Erica Volini of Deloitte: 5 Things You Need To Know To Successfully Manage a Remote Team

Trust: Managing remote teams requires leaders to trust employees to get good work done. To support this relationship of trust, employees need to demonstrate accountability and self-management of workflows.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Erica Volini.

Erica, a principal with Deloitte Consulting LLP, is Deloitte’s Global Human Capital leader. In this role, she is focused on helping leaders solve their most complex and pressing human capital issues. In today’s world of constant disruption, those issues include everything from navigating the future of work to enabling the digital organization — all centered around how to optimize the intersection of the workforce and business performance. Throughout her 20+ year career, Erica has worked with some of the world’s leading organizations and is a frequent speaker on how market trends are impacting the HR organization and profession as a whole. Within Deloitte, she has served as a member of Deloitte Consulting’s Management Committee and Board of Directors. She has a Bachelor of Science in Industrial & Labor Relations from Cornell University.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

My background from school is in Industrial & Labor Relations — that’s really where I started to gain an appreciation of the organization-worker relationship. From there, I had an internship where I was able to work with the Administration of Children’s Services to help them develop a training program for their employees and I really saw the power of what could be done when we appropriately invest in ‘human capital’. I joined Deloitte shortly thereafter and, as they say, the rest is history. It’s now been 22 years at Deloitte and throughout every role I’ve played, a focus on human capital has always been at the center. Today, I’m the global leader for our practice and still love getting to work directly with clients helping them optimize the potential of their workforce. In today’s constant world of disruption, I don’t think there is anything more important for an organization to do.

Can you share the most interesting story that happened to you since you started your career?

Wow, that’s a tough one. I think the most interesting moment of my career has been my transition back from maternity leave. I was a lifetime consultant who had never taken more than three weeks off and all of a sudden, I’m returning having been away for 6+ months. What was interesting about it was how much personal and professional growth I had through that experience — not just about becoming a mother, but becoming a different type of leader, teammate and advisor. Everything needed to change, but as I look back two years later, all of those changes helped me to become a better professional overall.

What advice would you give to leaders to help their employees to thrive and avoid burnout?

At the moment, the only way out is through. We’ve made a mass transformation to a new way of working in the context of an economic, public health and sociopolitical crisis. On top of that, many families are dealing with unreliable childcare options, taking care of elderly family members, and uncertainty about school openings. First, we need to acknowledge that it’s normal to be struggling, and to help our team members recognize struggle in themselves and in their teams. How do we thrive in a crisis? Resiliency and great leadership. We need our managers and leaders to lead authentically and transparently. Leaders don’t need to have all of the answers, but they do need to bring their teams along in the process. We also need our leaders to model healthy work habits that address some of the core challenges teams are facing in a virtual environment. Healthy boundaries, connectedness with our teams, communities and families, taking vacation, giving our teams clear directions on desired outcomes and creating the space for them to get good work done.

Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

I have been managing remote teams for a decade at least. As we have made our delivery centers, both on-shore and off-shore, a bigger and bigger part of our strategy, managing remote teams has simply been the way we get our work done. It takes more discipline and focus to maintain connections, but the outcomes can be just as good, if not better, when you look past the remote nature and just find different ways to connect, inspire and lead.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

  1. Keeping teams informed: Information can no longer make its way through the halls; we need to actively make information accessible on digital platforms so that our teams know what they’re looking for, fast.
  2. Keeping teams on track: It used to be that a manger could walk into a room and see whether their employees are working or not; that’s no longer the case. Instead, managers need to shift directions to provide clarity on the outcomes that matter and be in a position to observe team progress in a digital format, such as dropping into a collaboratively-edited work-in-progress presentation to see how things are coming along, or viewing task progress in a digital task management platform.
  3. Keeping teams connected: In a remote environment, teams are spending more time working on direct workflows and less time interacting with casual work colleagues; individual networks are contracting. Teams need to build new strategies to stay engaged with one another.
  4. Managing performance: Performance management protocols were designed to measure performance in an in office environment — at a time when facetime is no longer the norm, we need to consider how old ways of thinking are influencing performance management in a remote environment.
  5. Trust: Managing remote teams requires leaders to trust employees to get good work done. To support this relationship of trust, employees need to demonstrate accountability and self-management of workflows.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

It’s important to match our message to the medium. If it’s a sensitive feedback conversation, it’s important to get on a video call and give our teammates the benefit of our eye contact, facial expressions and undivided attention. That said, our transformation to a remote environment has helped accelerate an existing trend of continuous feedback: a commitment to provide feedback in the moment when challenges and learning opportunities arise. Nudging new behaviors in the right direction with a chat or text help ensure that small issues are addressed promptly as we collectively create new boundaries and norms.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

It’s absolutely possible to build meaningful relationships online. We can adapt to this new mode of relationship as long as we’re intentional: considering our tone and how it appears in an online format, using video with cameras on to establish new relationships but not requiring video all the time, making sure we continue the casual banter outside of our immediate workflows and tasks, and really taking time to check in on one another. It’s important to remember that there are five generations in the workforce and for some members of the population, building relationships in an online format is a seamless experience. Others can’t fathom it. This is a time to embrace reverse mentorship, and also to have empathy for and directly support those who are struggling to adapt.


Erica Volini of Deloitte: 5 Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Big Ideas That Might Change The World: “Parent education for every parent as soon as their baby is…

Big Ideas That Might Change The World: “Parent education for every parent as soon as their baby is born” With Author Dr. Sally Goldberg

…Parent education for every parent as soon as their baby is born and even before. There are eight stages from birth to age three, and there is information available about how to promote development during each of them by natural, fun and worthwhile parent-child interactions.

As a part of my series about Big Ideas That Might Change The World In The Next Few Years I had the pleasure of interviewing Sally Goldberg.

Sally Goldberg, Ph.D., professor of education, author, magazine writer, and the first parenting expert on FOX TV’s “Parent to Parent,” has changed her focus! Meet Dr. Sally now on “Parenting with Dr. Sally” www.earlychildhoodnews.net for up-to-date parenting information and answers to many questions.

With seven out of eight parenting books behind her, Dr. Sally is now writing for children. Eight manuscripts are almost ready for publication. These range from board and toddler ones to those in the the four to eight-year-old age range.

Sally worked for many years as an instructor of early childhood education on the adjunct faculties of Nova Southeastern University, Barry University, and the University of Phoenix. Well-known for her tools and strategies for self-esteem development, she was a national conference presenter and a frequent guest on TV and radio. Sally, who grew up in While Plains, NY, has Bachelor’s and Master’s degrees from Cornell University and a Ph.D. from the University of Miami.

Thank you so much for doing this with us! Before we dig in, our readers would like to get to know you a bit. Can you please tell us a story about what brought you to this specific career path?

Cynthia!!! Oh what a surprise. After nine months of waiting and watching and wondering and preparing for the birth of the most perfect, gorgeous, bright and high-achieving baby in the whole world, along came Cynthia — perfect, gorgeous, bright and born with a developmental delay. What?!!! That was not in the plans. Not only would she not be the most high-achieving baby in the world, she was actually going to function on the lower end. “Oh no. Oh dear. Oh no. Oh … and many more! In reality there were all kinds of outbursts along the way including tears. It took many months to adjust to the new situation, but I finally did, and eventually the new focus became much more positive.

My love of teaching was a big factor, and my desire to create educational materials helped also. Combining the two, I developed a mission to find anything and everything possible that would help Cynthia. The first step was to read all there was to read about the subject. Next came buying all there was to buy. Eventually came making all there was to make. The goal became to get her from behind the starting line in every area to catching up and eventually moving ahead.

“Impossible, stop, you are wasting your time” is all I heard from everyone around. However, I just kept going. Then one day I met Dr. Morton Schwartzman, the dedicated optimistic, forward thinking and very popular pediatrician in the area. Right up front I asked him, “What won’t Cynthia be able to do?” Then straight from the heart he said, “I don’t know.” That was it, all I needed to hear. “If he doesn’t know, then I don’t know; and I will shoot for the moon,” and then I did.

Slowly but surely the original heartbreak began to disappear, and love, passion and excitement started to take hold. The more I taught Cynthia the more she learned, and then the more she learned, the more I taught her. We continued on that same path for a very long time and are still on it today. However, now it has a new addition — the more Cynthia teaches me the more I learn, and then the more I learn, the more she teaches me. Who would have ever dreamed of that!

Can you please share with us the most interesting story that happened to you since you began your career?

There was a very poorly behaved boy with his parents in a photography studio waiting to have his picture taken. I was in the waiting room outside and could hear a little bit of his disruptions. It seemed his mother kept trying to get him under control but that he kept carrying on. Then eventually all the chaos and ruckus stopped. “What happened?” I wondered. Just then the studio owner, who I had been working with on a project, walked out and said to me, “You would not believe this, but that little boy, about ten-years-old, picked up a copy of your book Constructive Parenting and started reading the section on discipline. He told his parents, “Look … positive attention. You need to pay that to me.” They must have taken his advice right away because they all walked out happily together.

Which principles or philosophies have guided your life? Your career?

The credit on this one goes to singer Barbara Streisand for her song Never give up.” The successes were plentiful but few happened as the crow flies. In addition, people everywhere were still giving me advice like, “Stop knocking yourself out? Don’t you know what she has? She will never learn. You are living in denial” and more. However, those words from her song kept ringing in my ears and spurring me on. Just when an effort looked hopeless, a reward of progress would come, and that gave me the motivation to keep on going!

Ok thank you for that. Let’s now move to the main focus of our interview. Can you tell us about your Big Idea That Might Change The World

Parent education for every parent as soon as their baby is born and even before. There are eight stages from birth to age three, and there is information available about how to promote development during each of them by natural, fun and worthwhile parent-child interactions.

In addition, there are five areas that need optimal attention during this time — cognitive, motor, social, language and self-esteem, and there are wonderful activities known for each age and stage in all five areas. Providing a balanced program for little ones from birth to age three lays a positive foundation for all future development. Not having appropriate activities in all areas throughout the ages and stages could leave a baby, toddler and two-year-old impaired or delayed in one or more areas. Health routines are all part of this kind of programming too. Nutrition, moving, sleep and even breathing all need proper attention.

Here is the best part. Many studies are available to show that brain development is directly related to experiences during these early years. 90% of brain growth takes place between birth and age five. High quality and quantity language in particular play the biggest role in both brain development and all future functioning. Much other important input is involved too.

Other studies show that a lack of a solid positive parent-child relationship in these formative years causes major problems later in life. Crime and violence and even our rash of mass murders have been tied to very bad conditions during early childhood. With strong evidence about what to do and also what happens when certain kinds of interactions are missing, this kind of age/stage and areas of development parent education is an absolute must.

How do you think this will change the world?

Oh my! Child abuse will be on its way out, discipline problems in our schools decreased, and crime and violence reduced substantially. I can’t think of anything that will change the world more in a positive way. It will take three years for this kind of programming to show significant results; but if done right, they will be guaranteed. The societal changes will start to show right after that. The Carnegie Commission did a multi-million dollar study in 1994 to find out why we had so much crime and violence in our country at the time, and much to their surprise they found out that it was because of what happens to children in the first three years. According to the study, vital to adult success is “nurturing love, guidance, support, protection and educational stimulation.”

Keeping a Black Mirror and the Law of Unintended Consequences in mind, can you see any potential drawbacks about this idea that people should think more deeply about?

The only problem is that people are used to thinking about these three years in just the opposite way — as unimportant and just a block of time with no particular purpose. They consider this time just a precursor to age three when very simple rudiments of education are meant to begin. While three-year-olds can walk, talk, eat, sleep, run and learn in much the same way as adults, how they do all those things is totally dependent on their beginning years from birth to age three. Perseverance and persistence will be needed to keep this three-year preparation time moving in the most optimal way. That is the fixed time-span needed to produce measurable results. The real fruits of the labors will not show up and be able to be measured until after age three when a true foundation has been formed.

Was there a tipping point that led you to this idea? Can you tell us that story?

By the time Cynthia was two she started to attract her own attention, and by three she did even more. By the end of the first two years she showed that she knew all the colors, letters, numbers and shapes and that she was reading over 100 words. Neighbors began to ask, “How come your daughter understands all those things and our children, who are older and don’t have any difficulties or delays, don’t know half of what she does?” How did you teach her? I had to think about that and pull my thoughts together.

Then one day a mother asked me, “If I get a group of us together, can you give some workshops about what you did?” Honored by the request, I very quickly said, “Yes.” She got the mothers together, and I prepared materials for six lessons. The parents loved having the information, and I enjoyed teaching it.

After that I thought, “If these people like the ideas so much, maybe others would too, and maybe I could write a book; and then I did.” I took all my notes and turned them into Teaching with Toys: Making Your Own Educational Toys. After that pre-schools, churches and Temples began asking me to teach parent-child classes there, and the local community college contacted me to found a program for them. Next came a doctoral degree in early childhood education, more books and more programs.

What do you need to lead this idea to widespread adoption?

Recognition by the public that this is an absolute necessity. Funding, of course, is the other part of the picture.

What are your “5 Things I Wish Someone Told Me Before I Started” and why. (Please share a story or example for each.)

  1. That this passion would increase difficulties at home. Having so much energy flowing in a direction away from my main relationship created an untenable situation. I was pulled apart by caring for a husband, a house, two children, one child with a disability, and an aging parent with many difficulties of her own. Something had to give, and it ended up being my marriage. That was very sad.
  2. That creating a business was a major undertaking. While I was professionally trained, I had no idea about the business world and how all that worked. One stumbling block led to another. The amount of time, money and energy needed took me by surprise.
  3. That it is always okay to follow your heart. I faced constant conflict all the time because I kept in my mind focused how I thought my life was supposed to be instead of on how it really was. The further it kept veering from that the worse the strain became.
  4. That I had a powerful inner self that could be discovered through meditation. I went without it for a very long time. Eventually it gave me the power to look inside myself for answers and guided me not to be dependent on others.
  5. That even after finding out what I wish I had known that I would be so glad I did what I did every step of the way. I discovered that I became “me” from all the trials and tribulations and that they were all worth it to become my newly empowered self.

Can you share with our readers what you think are the most important success habits or success mindsets?

Yes, turning to your own inner strength for answers. That is foolproof. You have the best insights about you. You will never let yourself down. You will always figure out the right thing to do.

Included in in this idea is how important it is to take care of yourself. Your body is your best friend, and you need first and foremost to keep your attention on it with optimal nutrition, moving during the day as much as possible and having an impeccable sleep routine. Breathing strongly, breathing as part of meditation, and deep breathing to reduce stress are all part of healthy living too. You can do your best work only if your body is happily at peace.

Some very well known VCs read this column. If you had 60 seconds to make a pitch to a VC, what would you say? He or she might just see this if we tag them 🙂

Begin at the beginning. It is always better to spend time instilling optimal habits than to have to do remedial or reparative work. Following that thinking, what better way could there be than to start early. “Every child is entitled to having the finest experiences, and every parent should know how to provide them right from the start” That is the theme on my website “Parenting with Dr. Sally” www.earlychildhoodnews.net. Since every person is a product of their experiences, it is best to make them as good as possible. There is not a moment to waste!

I was recently on a trip and stayed in a Marriott Renaissance Hotel. It was lovely, and this was a sign they had: “There is no elevator to success. You have to take the steps.” All of ours begin at birth, even before, and each one lays the groundwork for the next ones to come

How can our readers follow you on social media? https://www.linkedin.com

Thank you so much for joining us. This was very inspirational.


Big Ideas That Might Change The World: “Parent education for every parent as soon as their baby is… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Kuba Jewgieniew of Realty ONE Group: Five Things You Need To Know To Successfully Manage a Remote…

Kuba Jewgieniew of Realty ONE Group: Five Things You Need To Know To Successfully Manage a Remote Team

Don’t lose touch. You should have effective communication platforms and strategies in place to stay connected. We use a variety of communication channels including email, Slack, and of course, lots of video. We find that our teams need a certain level of face-to-face communication, and video calls seem to work.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Kuba Jewgieniew.

Kuba Jewgieniew is the CEO And Founder of Realty ONE Group, one of the more rapidly growing real estate franchisors. The company was created with a 100% commission model, an emphasis on culture and unique branding, and a system of partnered and proprietary tools and technologies for franchise owners and real estate professionals.

Jewgieniew is from Polish-born parents who immigrated to the United States. He became the first in his family to graduate from college and earned a Bachelor of Science in Economics degree from the University of California San Diego (UCSD). After college, Jewgieniew had a lucrative career as a financial adviser and portfolio manager, while building computer hardware and software programs in his spare time. He then changed his focus to real estate. In his first year as an agent, he closed 111 transactions and more than $30 million in sales before deciding to start his own brokerage.

He launched Realty ONE Group in 2005. The brokerage was based in Las Vegas, NV, and had 250 agents and $102 million in sales by the end of its first year.

Jewgieniew continues to lead the company as CEO and Founder, and is involved in everyday operations, as well as every aspect of growth and development including branding, marketing, franchising, training and operations.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. Can you share the most interesting story that happened to you since you started your career?

When I put my mind to something, I’m all in, which is why I became a top producer in my first year in real estate. The problem was, I gave away a large portion of my commission and I remember literally thinking, “don’t mess with my check!”

This was the idea that drove me to start Realty ONE Group, and you’ll still see that messaging throughout our marketing. It wasn’t necessarily about the money, it was about giving real estate professionals every opportunity to advance their careers.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

One of the first managers I hired in Las Vegas always showed up polished in a suit and tie. Once I was looking for a pen and couldn’t find one, so I quickly opened his desk drawer and a bunch of candy bars came flying out, scaring the heck out of me! That reminds me to this day to not to take yourself too seriously.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

Every morning, we choose the right mindset that sets the tone for the rest of our day. I recommend avoiding the news, especially right now, and even checking emails first thing in the morning. Every new day starts with a mindset to win! I begin each morning practicing gratitude with my family, and that sets the tone for everything we do that day.

And, I know a lot of people often say it, but I really do encourage spending lots of time with family and friends, doing the things you love. It gives you a fresh perspective on the job, and reminds you why you do what you do, and what matters most.

Work hard. Stay humble. Treat each other well, and the rest will come.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

Realty ONE Group real estate offices are set up to support busy real estate professionals who are always on the move. We provide a lot of systems and services that help them do a lot of their business virtually and on mobile devices. So, it makes sense that our headquarters staff and teams have the same capability.

For me, it’s always been about finding the right people and building the right teams to keep this company growing and thriving. In the last few years, we’ve built an incredible Executive team with several key professionals who live remotely. Now, the leadership team is basically all remote, living in different cities across the country.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

№1: Don’t lose touch. You should have effective communication platforms and strategies in place to stay connected. We use a variety of communication channels including email, Slack, and of course, lots of video. We find that our teams need a certain level of face-to-face communication, and video calls seem to work.

№2: Don’t work too hard. We constantly emphasize a nice, healthy work-life balance with our employees. We know that some of our employees tend to work harder at home since it can be more difficult to “unplug,” and there’s less in-office, casual communication. So, it’s even more important for them to take breaks, get outside and even make plans to socialize with family and friends (when appropriate, given the current pandemic).

№3: Prioritize and manage your time wisely. We also make sure that we help our teammates, however we can, with prioritizing work and managing their time, keeping tabs on them through project management platforms, and with regularly scheduled meetings. But working from home allows a certain amount of flexibility that we want our employees to enjoy. Some of our teammates work better in the late evenings, while others are early risers.

№4: Challenge of email/text/Slack communication. Working remotely means we depend even more on emails, text and messaging which can be widely misinterpreted. We encourage our team members to call if they should need to clarify messages. A quick phone call can do the job.

№5: Maintain good habits like regular exercise, drinking plenty of water and eating well to keep you motivated and energized.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

I think it’s important to set a precedent with your employees that honest, constructive feedback is valued. With that, leaders must be ready to listen and understand the varying personalities of people on their teams. But it’s true that constructive feedback can be even more difficult when you can’t meet in person. Again, we try and use video as often as possible, and at minimum, conduct phone calls for this. We follow up any conversation with written emails that allow us to give greater details and be objective. We’re finding this to be very effective.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

We recommend starting with positive feedback — the things that the team member has been doing well and any recent wins, and then follow with constructive feedback. Again, this must be constructive, giving them direction on the ways they can improve and meet expectations. Before wrapping up, we recommend asking for their feedback in turn, clarifying any questions and then ending on a positive note.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic. Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

Working remotely as a team, at times, means you need to overcommunicate. Our teams check in at least once, if not more, every week on an all-team video call. We rely more heavily on our project management systems to make sure we’re hitting deadlines and meeting milestones. And, we encourage team members to ask questions immediately to help them move forward. If it feels like a more complicated subject, question, or even response, it’s best to just pick up the phone and have the conversation.

Again, because our Realty ONE Group offices were set up to support busy real estate professionals on the go, we’ve had a very smooth transition to being fully remote during the pandemic.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

We created our company to have a very dynamic Coolture (Cool + culture) so that it could withstand any fluctuations in the market or economy, and we’ve only seen it strengthen during this time. Not only are we all still working, but we’ve focused in on ‘seeing’ each other and our entire network of real estate professionals through daily and then weekly Town Halls and special events. Our intimate teams host happy hours as a way to still get ‘together,’ share, and enjoy each other personally.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

To stay closer connected in the communities where we live, work and serve. To be better brothers and sisters to our neighbors, and make a positive impact in people’s lives. We’re able to achieve that across 44 states with Realty ONE Group

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

Avoid the drift. No lazy river!

Thank you for these great insights!


Kuba Jewgieniew of Realty ONE Group: Five Things You Need To Know To Successfully Manage a Remote… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Matt Zilli of Clarizen: 5 Things You Need To Know To Create a Successful App or SaaS

Make sure you understand your customer’s business. Painfully obvious, I know. But I’ve seen too many SaaS solutions that effectively solve some pain point, but don’t really connect to a customer’s overall strategy. If you’ve identified a pain and you think you have a solution, I recommend starting from the top down. See if you can find out that customer’s business strategy and priorities, and then see if you can pitch your solution as not just solving a pain point, but as accelerating their strategy. If the answer is yes, you’re on to something.

As part of my series about the “5 Things You Need To Know To Create a Successful App or SaaS”, I had the pleasure of interviewing Matt Zilli.

Matt Zilli is the Chief Executive Officer for Clarizen, the global leader in enterprise collaborative work management. He drives the company’s strategic vision to help enterprise customers become more agile. Previously, Mr. Zilli held executive positions at Adobe and Marketo (acquired by Adobe in 2018). He previously served as Chief Customer Officer at Marketo, overseeing Customer Success, Consulting and Global Enablement. He supported Marketo’s growth from ~$60M in revenue for seven years through the $4.75B acquisition by Adobe.

Thank you so much for joining us! Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?

My career started with Texas Instruments, working with customers on their semiconductor needs. It didn’t take long for me to realize that if I was going to convince someone to invest years of their time building a product with TI chips, we better be a great partner with them to make sure they were successful. That thinking carried over when I moved into enterprise software, where I’ve spent my career in sales, marketing and customer success. Nobody wants to work with a “vendor” so I always emphasize the importance of truly being a good partner to my teams.

Can you tell us a story about the hard times that you faced when you first started your journey? Did you ever consider giving up? Where did you get the drive to continue even though things were so hard?

The biggest challenges I ever faced involved going through acquisitions. It is one of those unique events where you’ve been so focused on building a great company, working with customers, partners and team members on a strategy, and it all changes overnight. All of the sudden, those same customers, partners and team members are looking to you for answers you likely don’t have. But I’ve always been an optimist, and I’m always driven by the value we’re delivering to customers. Nothing gets me as motivated as hearing from a customer about how we’ve changed their reality for the better. So, in times of great change, I usually focus there — because if your customers will stand behind you, everything else is easy.

I started as CEO with Clarizen on March 31, 2020. As you’ll recall, by then state shutdown and stay-at-home orders were widespread. The vast majority of Clarizen employees were already working remotely so I didn’t get to experience the typical “first day” at a new company where you shake hands with colleagues and associate names with smiling faces. I was in the office for only a few minutes to pick up my laptop and then it was back to my living room which has served as my personal headquarters for the last five months. Throughout that time, I’ve had to adapt to running a company and building customer relationships virtually and as hard as it was for me, I knew it was something that many of our customers were experiencing for the first time so I wanted to do everything I could for them.

So, how are things going today? How did your grit and resilience lead to your eventual success?

Embracing uncertainty is something we’ve found ourselves talking about a lot lately. When I took the reins at Clarizen, it was fight or flight. Between the time of accepting the position in February and officially starting as CEO, the world changed. If I didn’t embrace the uncertainty with a steady hand, we would be in a very different spot as a company than we are right now.

I had many similar conversations with our customers and found that they focused on three main areas to navigate that uncertainty and be able to come out on the other side. First is visibility. Companies that have perfect visibility to how work gets done in their organizations have a lot more confidence in navigating this pandemic. Second is productivity. I don’t mean just the productivity of their team members, but how they maintain and increase productivity across the entire ecosystem of their employees, customers, partners and vendors, especially when everyone is working virtually. Lastly, and most importantly, is adaptability. The leaders I speak to demonstrate their grit every day when they talk about being adaptable, committing to changing as the circumstances around them change.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lessons or ‘take aways’ you learned from that?

I’m a bit of a perfectionist. I remember one project early in my career that was massive — I was tasked with analyzing the global available market for one of our products. I spent weeks collecting data and building what I thought was the perfect analysis. I got to the end and presented it to a group of people. They fired question after question at me about my approach and methodology, about my calculations, about my conclusions. It was clear they weren’t buying into what I was selling. My boss at the time was in the room and after the meeting he asked me two questions: “Do you think your conclusions were correct?” I, of course, said yes. Then he asked, “does it really matter if they’re correct if no one believes you?” That was an eye-opener for me. The lesson here was really about the way I delivered this project — working incredibly hard, but in a vacuum, and completely certain that having the perfect answer would be enough to convince people. As I learned that day and many times since, the power is never in delivering the “right” answer to someone, but instead, it’s in how you bring people along to your point of view, even if it takes hours upon hours of work along the way to do so.

What do you think makes your company stand out? Can you share a story?

I’m always positively surprised when I hear customers characterize Clarizen as a system of record for their work and how work gets done. It has emerged as a common theme in many of my early conversations and I think that is what sets us apart. Many software and work management companies offer products that help people manage a project. But being able to provide a solution that works for them — from major Fortune 500 companies to small businesses or individual departments — is something that we take a lot of pride in at Clarizen. And that pride goes one step further when we hear from those customers of instances when being able to access that “system of record” has made a positive impact on the people within the organization.

I recently spoke with a customer in the spring who was on the verge of reducing its workforce due to the pandemic’s economic blow. It was a common story — they faced an uncertain future and asked every department to make headcount cuts. But our customer was able to perfectly quantify the work their team was doing and its financial impact on the business. That info was shared with the company’s executives and the team did not have to eliminate a single position. The value of having a system of record for the work being done at a company, by departments, and by individual teams is incredibly valuable. It unlocks new processes and depths of understanding that they never had before. Companies need that now, more than ever.

Which tips would you recommend to your colleagues in your industry to help them to thrive and not “burn out”?

2020 has turned all of our lives upside down from both the professional and personal perspectives but I think there is one thing in particular that sets this year apart. It has proven that work can happen anywhere and at any time. That has certainly been true for me. It can happen during the 9:00 a.m. to 5:00 p.m. window; it can start at 7:00 a.m. when I get back from walking my dog; it can happen after I put my kids to bed. And because work can happen anywhere and anytime, making sure we help each other and are understanding of everyone’s home situation is even more critical. To that end, I have three tips to share.

First, be collaborative in scheduling meetings as well as setting and agreeing to deadlines. Work shouldn’t stop, but be open to the fact that your weekly status meeting may need to change when personal obligations pop up for a team member.

Second, set boundaries and stick to them. Working remotely takes some getting used to. There is no question about it. In a sense, it can be harder to change gears from “work life” to “home life” when you’re working remotely because the physical barrier is far less than if you were going to an actual office building. But it is still important to distinguish between the two and arguably it is more important to do that in today’s climate because we all need to take care of our mental and emotional well-being.

Third, roll with the punches. I had an instance last week when my video conference call was dropped because my preschooler logged into his video conference class. Pre-pandemic, a situation like that would’ve put many of us, myself included, into a negative, stressed mindset. In 2020, it is just life. I logged back in and made a joke while the rest of the participants empathized, and then we got back to work as if nothing happened.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?

The unequivocal answer here is my wife, Corey (and not just because she’s looking at me right now as we’re sharing our home office). She’s been my amazing partner for the better part of a decade and I wouldn’t have accomplished much of anything professionally without her help. But professionally, there’s one more person I must mention: Chandar Pattabhiram (CMO, Coupa). I often tell people that the two hardest transitions people make professionally are moving into their first role managing people and then moving into their first role managing managers. Learning how to lead people directly requires a thick skin and an open mind. Learning how to lead people who you don’t manage directly takes that to the extreme. Chandar believed in me when I was making that second transition. He personally helped me grow through his coaching and that of the people he introduced me to. He gave me plenty of opportunities to succeed (even after a couple of failures). Without him, I may never have learned how to really lead a team through the good times and the bad. I owe him a lot!

Ok thank you for all that. Now let’s shift to the main focus of this interview. Approximately how many users or subscribers does your app or software currently have? Can you share with our readers three of the main steps you’ve taken to build such a large community?

Clarizen has 1,000 customers currently utilizing its products as their work management solution of choice. Clarizen One is an adaptive and effective work management solution that provides a comprehensive look at all work streams within an organization. Clarizen Go, which launched last year, is a robust task management solution that is the easiest way to drive agile adoption within an organization. Here are the three main steps we’ve taken to achieve this success and grow our customer base.

Step 1: We listen to our customers. Our customer relationships are incredibly important to us because we understand the trust they put in us to manage all of the work being done by their entire organization. We proactively solicit their feedback to find out what’s working, what’s not working, and how we can make Clarizen solutions better in helping them achieve their business goals.

Step 2: We pivot without ego. The feedback we gain from customers isn’t put in a virtual filing cabinet and forgotten. Over the years, Clarizen has updated the features within our portfolio of products as a result of direct customer input on what would be better for them. I speak with customers every day, and the insights they provide have a direct impact on our product roadmap.

Step 3: We regularly step outside of our comfort zone. We talk a lot about agile methodology at Clarizen because that is where our roots are. Clarizen One was created to help software developers adopt the Agile methodology of project management. Over the years, we’ve found that being agile isn’t just akin to the software industry. It is a concept that has weight in other industries. We’ve adapted our solutions to help companies in other verticals transform to realize the benefits of becoming more agile.

What is your monetization model? How do you monetize your community of users? Have you considered other monetization options? Why did you not use those?

We understand that adopting a work management solution isn’t an overnight process, nor is it a one-size-fits-all approach. Our goal is always to align our goals with our customer’s goals, and that goes for our monetization strategy, as we want to make sure customers pay for the areas where they receive the most value. Our customers pay a subscription fee that varies based on the components they use most and on the number of users leveraging those components. We’ve toyed with other models over the years, but always with the goal of aligning our monetization to real customer value.

Based on your experience and success, what are the five most important things one should know in order to create a very successful app or a SaaS-based solution? Please share a brief explanation or story for each.

I’ve spent my career in business-to-business solutions, for the past decade in SaaS, so I’ll give you my take from that perspective. The five most important things people should know are obvious, but let me explain where I’ve seen them go wrong:

1. Make sure you understand your customer’s business. Painfully obvious, I know. But I’ve seen too many SaaS solutions that effectively solve some pain point, but don’t really connect to a customer’s overall strategy. If you’ve identified a pain and you think you have a solution, I recommend starting from the top down. See if you can find out that customer’s business strategy and priorities, and then see if you can pitch your solution as not just solving a pain point, but as accelerating their strategy. If the answer is yes, you’re on to something.

2. Small improvements aren’t good enough. A lot of SaaS providers underestimate the cost of change. Improving something by 5, 10, or 15% usually isn’t good enough because the time and cost of change management isn’t worth the upside. I still get SPAM emails to this day offering SaaS solutions to improve my customer satisfaction by 10% or reduce my OPEX by 5%. Truth be told, I can do 100 things to improve by 10%, and most of them will be easier than adopting a new SaaS solution. If you can help me improve something I care about by 30% or more, then we’ll talk.

3. It takes more than just a great product. We have to provide solutions that people are willing to pay for, which means we have to translate a customer’s pain into dollars — increased revenue or saving costs. The road is littered with apps that were a great or a novel idea, but don’t really solve a significant pain or wouldn’t ever have a big enough impact to get the blessing of a CFO. For B2B SaaS, a good test is to speak with CFOs early and often. If you can’t convince a CFO of the value of your SaaS solution, then don’t bother building the product.

4. Don’t dismiss sales and marketing. Yes, it still happens. There are founders who believe their SaaS product will sell itself. In the B2B world, it turns out most employees don’t know how to buy software. So, you might win over a user with a free trial, but is that worth anything to your business? It’s critical to view your revenue engine as a system: Product to Marketing to Sales. Once you have a great product, there’s real magic in marketing it to the right audience and more magic still in a sales team that can translate a product into a business solution companies are willing to pay for. The Product/Sales/Marketing engine powers high growth SaaS companies.

5. Constantly revisit #1. As businesses grow and bring on more customers, it’s easy to let those customers dictate your roadmap. Many SaaS companies fall into the trap of prioritizing the wrong items because “customers asked for them.” I’m all for listening to customers, but we have to make sure we never lose sight of their overall business priorities. Fixing a feature here or there may improve customer satisfaction in the short term, but far too often, those features didn’t really improve the business value you were providing. The most successful SaaS companies solve this by constantly innovating, clearly communicating a vision of where you’re taking your solution so that your customers can buy in for the long haul.

If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I’m a big news consumer — can’t get enough. I would love to start the movement to bring back investigative journalism, harkening back to the days of Woodward and Bernstein. The constant firehose of information most people have access to across news media, editorial media and social media means we all have access to individual tidbits, but it’s too hard for most people to really capture the complete, fact-based picture on any issue. I dream of the good that would come from healthy debate of key issues in the world, which starts and ends with journalists who are empowered to investigate and publish truth.

How can our readers follow you on social media?

You can always follow me personally on LinkedIn or check me out on Twitter at @mattzilli. For Clarizen, check out our website (www.Clarizen.com) or follow us on LinkedIn and Twitter.

This was very inspiring. Thank you so much for joining us!


Matt Zilli of Clarizen: 5 Things You Need To Know To Create a Successful App or SaaS was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Juliet D’Ambrosio of Adrenaline: Rising Through Resilience; Five Things You Can Do To Become More…

Juliet D’Ambrosio of Adrenaline: Rising Through Resilience; Five Things You Can Do To Become More Resilient

You don’t have to get it right the first time. — I think it’s important for people to keep in mind that every successful person makes mistakes. Making mistakes, acknowledging them, and embracing them as a tool to learn from will help build a foundation for what will ultimately lead to success and resilience. Don’t let mistakes define you or let the fear of making them prevent you from taking risks. Like the old music adage says, “It takes years to become an overnight success.” The trick is to have a mentor you trust — or a team of them — who can help point you in the right direction and turn your mistakes in learning. Fresh eyes always help you see what you can’t quite see yourself.

In this interview series, we are exploring the subject of resilience among successful business leaders. Resilience is one characteristic that many successful leaders share in common, and in many cases it is the most important trait necessary to survive and thrive in today’s complex market.

I had the pleasure of interviewing Juliet D’Ambrosio, Senior Director of Strategy for Adrenaline, leads strategy for a multi-disciplinary agency that helps move financial and healthcare brands and businesses ahead. A journalist turned strategist, for nearly 20 years Juliet has worked with both B2B and consumer brands in revealing their core truths, unearthing their audiences’ needs and translating those insights into a powerful creative strategy that drives results.

Juliet has experience in food and beverage, healthcare, education, retail, design, apparel, place branding, technology, and the financial and professional services industries. She has led teams in developing strategies and campaigns for brands around the world, including Coca-Cola, VISA, Samsung, The International Olympic Committee, Volkswagen, FIFA, Paramount Pictures, and the International Hotel Group.

Juliet’s work has been recognized by awards and publications including Communication Arts, AIGA Design 50, ID, D&AD, and Graphis. She’s a regular speaker on design and strategy and holds a faculty position at Miami Ad School at Portfolio Center. Juliet lives in Atlanta with her husband and six children.

Thank you so much for joining us! Our readers would love to get to know you a bit better. Can you tell us a bit about your backstory?

My childhood was really interesting. I was first raised on a commune in the woods of New Hampshire until my parents got divorced. Then I moved to Atlanta, where I had a more suburban and Southern style childhood. The idea of having to bloom where planted really resonates with me as such an important lesson. I think, for all of us, we can’t really control the conditions that surround us all the time, but we can control the way that we respond to them, make the best of what we’re presented with, take what we can, and grow from there. Moving between two vastly different environments gave me a really unique perspective on resilience.

The first part of my childhood was very bohemian, no rules, no money, very little supervision, just a wild-child existence. Figuring out the way to get the nurturing and lessons I needed empowered me to develop very strong relationships and become incredibly self-sufficient, so that was one form of resilience. When we moved to Georgia — sort of the New South — there was a lot of emphasis on image, accomplishment, manners, and achievement. My lessons there were about how to thrive and still be true to myself, to be a go-getter and demand the best of myself, but not lose my values in the pursuit of perfection. In both places, I had to really find a way to prosper.

What’s interesting, though, about these seemingly diametrically opposed places is that at their heart, people aren’t really all that different after all. All the same dynamics of how you make a good friend works in one place as well as another. By being who I was in each setting, I was able to forge deep and lasting relationships — friendships I still treasure today.

Can you share with us the most interesting story from your career? Can you tell us what lessons or ‘take aways’ you learned from that?

There have been so many! Two stand out. One is that I actually changed careers from music journalism to brand storytelling and ultimately to brand strategy. The switch wasn’t easy, but it was absolutely right. After several years, I just didn’t find my work writing for and editing a jazz magazine as fulfilling as I wanted, so I sought a new challenge. Making a career change from journalism into the world of brands wasn’t a setback so much as an idea that what I had been training for and building a career around wasn’t ultimately right for me. What I learned from this shift was to be humble enough to acknowledge that I needed a change and take a few steps back to get me on the right path.

The second is when, years later, my team and I were hired by the Republic of Trinidad and Tobago to develop a brand for the country. Not for tourism, not for a political party or an institution, but for the whole country — a monumental task whose goal was to raise its profile on the world stage and ultimately attract foreign direct investment. Every single part of that engagement was interesting, not least of which was creating a strategic process to literally learn a whole country! Over two years, we dove deep and ultimately delivered a brand reflecting the pride and potential of the people.

The big takeaway for me here was in consensus-building. The brand needed buy-in from everyone from the Prime Minister to business leaders, to different government ministries, all the way to the citizens themselves. I learned by watching how these leaders built a coalition of supporters for the brand, only approving its direction through parliamentary procedure when everyone felt good about it. That lesson applies to any enterprise — bringing different stakeholders together to create a shared sense of ownership is half the purpose of a brand strategy. It can be truly transformative.

What do you think makes your company stand out? Can you share a story?

Adrenaline has a large footprint in financial services. Having the perspective of helping companies meet the challenge following the 2008 Great Recession in which banking’s name was dragged through the mud — whether deservedly or not — we wanted to see this sector rise up in this COVID moment. As soon as the pandemic hit, we immediately heard from our clients that financial services was playing an entirely different role for people in this crisis. As the pandemic rippled across communities, banking was showing up in real ways that matter — bankers calling customers, making sure PPP loans were moving through the process, and offering forbearance and relief. It dawned on me that this is a change in how consumers see banking, and that it can be a turning point for the entire industry.

I also had a moment of personal reflection — especially in the early days of COVID — that we were all having a real sense of being unmoored, ungrounded and needing, both from a professional and a personal sense, something to believe in. Thus, the concept Believe in Banking was born. The name captures it all: We wanted real emotional resonance that speaks to consumers, but it also can be a rallying cry for the industry. It’s a way to shine a light on the stories of all the ways that banking is showing up and is a force for good. So, the idea was for us to create a movement that begins simply through telling the stories back to the industry and empowering them with information and data, so they become more resilient.

Presenting this idea to the Adrenaline leadership team was a very natural process, because we have long provided perspectives on the industry from our role as an industry partner and leader. It’s a powerful way that we can take our privileged position working with so many different players across financial services who have a long, deep, and broad view of the industry. We then provide our expertise layered on top to create a valuable channel at a critical moment. Believe in Banking was really a natural progression from what we were already doing. It’s a resilient response to make thought leadership actionable and deliver up content to our clients, to the industry, to our peers in a way that matters most to them.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?

Whenever I feel like I can’t do something, I picture this person’s face in my mind and give myself a pep talk. A professor of mine at the University of Florida named James Haskins was one of the preeminent authors of young adult and children’s literature, especially focusing on the black experience. He had grown up with very little, but his parents instilled in him the idea that the value of education is the way you rise above. He had consistently believed in educating himself and gotten a PhD. He had a successful career on Wall Street, but also believed in himself enough to know that after the first, fifth, or fifteenth rejection from major publishers, that there was still a market for what he had to say to young readers.

He was one of the most hard-nosed professors I ever had, but I’m fortunate that he identified me in class, for whatever reason, as someone that he was going to push, believe in and open up some opportunities for, and he did that throughout my entire college career. He became my unofficial advisor and mentor and he made damn sure I never took the easy way out. Even today, when I’m stuck or drowning in not knowing how to do something, I think of him. First, he showed me the importance of mentorship and the value of asking for help and second, what an inspiration! Nobody taught him how to do what he did, yet he believed in himself enough and got the help he needed and leaned on people, but also pushed through. Always pushed through.

Ok thank you for all that. Now let’s shift to the main focus of this interview. We would like to explore and flesh out the trait of resilience.

When you think of resilience, which person comes to mind? Can you explain why you chose that person?

Nelson Mandela was probably the most resilient person on the planet. The idea of spending 27 years on Robben Island as a political prisoner and then not only forgiving your captors but having the ability to be a unifying force is an incredible story of resilience. He opened the arms of his country to create a more democratic, open, inclusive society that is still reverberating across the globe today and has become a model for change, the world over. I’m sure I’m not the only person who said Mandela, but there is a reason he’s held up as such an inspiration for so many.

How would you define resilience? What do you believe are the characteristics or traits of resilient people?

Resilience looks like a lot of different things — I don’t believe there’s a single definition or set of qualities for it. It really doesn’t have only one meaning. It can be the person who rises above their circumstances to achieve something that seemed impossible, like my Dr. Haskins, or it can be the person who never loses hope or faith like Nelson Mandela who even has the compassion to forgive and to unify. It can look like grit and determination or it can look like love and empathy. It’s the ability to accept failure, to own it, to no matter how painful, and to not walk away, but to keep struggling until you break through. It’s meeting the moment with just what’s required. Sometimes it’s an intuition and instinct; other times it’s a learned and hard-won intellect. It may have all these different definitions, but one thing is for sure: it’s obvious when it’s on display.

Has there ever been a time that someone told you something was impossible, but you did it anyway? Can you share the story with us?

I have been given a couple of challenges in my professional career that might be considered “impossible tasks.” The first was to create a brand architecture and strategy around the International Olympic Committee and all of its partners and holdings, numbering in the hundreds. Each one of those partners, just pick one of them — the US Olympic Committee or Volkswagen, for example — each one of them had their own identities and brand equities, often complex relationships with the IOC and agendas of their own. Pushing through and building a brand architecture that delivered clarity, that served all of those constituents and stakeholders, and that would help the IOC continue to be a meaningful force in the world, felt like an impossible task. We were even told that it wasn’t possible, but we delivered, and I’m very proud of that.

The second was in creating the brand for the Atlanta BeltLine, which has had a transformative effect on the city, the people and the policies of Atlanta. We created the brand strategy and identity for this major piece of civic infrastructure, which literally connects 22 different municipalities, neighborhoods and communities that go from among the wealthiest to the least privileged in Atlanta. To accomplish that unified vision, we did the hard work of listening and learning, attending committee meetings at night from every single neighborhood association, evert civic group, every non-profit, everyone who had an interest. We also had to bridge the public and private divide — engaging developers, bankers and financiers and organizers and planners — pulling them altogether into a brand that could be a connective force for all. The brand strategy and identity was ultimately approved by a broad coalition, led by the Mayor of Atlanta. Today, the BeltLine is a cornerstone of the city’s life, but it was truly considered an impossible dream — until it was accomplished.

Did you have any experiences growing up that have contributed to building your resiliency? Can you share a story?

I was born with a clubfoot. It’s a common deformity, but in my case, it was severe, affecting my right leg from my knee down to my foot. I didn’t have normal mobility growing up, so I had to use a walker. I had a lot of treatments, wore orthopedic shoes with bars attached to them, and I wasn’t able to go upstairs. So, the beginning of my life I experienced as a person who was differently-abled. Then I had surgeries which corrected the foot so I’m able to walk and do whatever I need to — I never really even give it a second thought. I think that built some of those earlier bricks of belief in myself that probably everyone who has any kind of physical difference has to build. It has certainly made me embrace the idea of difference and to celebrate the beauty and potential of those who appear different in whatever way.

Resilience is like a muscle that can be strengthened. In your opinion, what are 5 steps that someone can take to become more resilient?

1.) You don’t have to get it right the first time.

I think it’s important for people to keep in mind that every successful person makes mistakes. Making mistakes, acknowledging them, and embracing them as a tool to learn from will help build a foundation for what will ultimately lead to success and resilience. Don’t let mistakes define you or let the fear of making them prevent you from taking risks. Like the old music adage says, “It takes years to become an overnight success.” The trick is to have a mentor you trust — or a team of them — who can help point you in the right direction and turn your mistakes in learning. Fresh eyes always help you see what you can’t quite see yourself.

2.) Don’t be embarrassed to ask questions.

Don’t be afraid to say when you don’t know something. That saying, “Fake it ’til you make it,” gets it a bit wrong, to me. The confidence to show a belief in yourself will help to propel you to the next thing. But the faking it part isn’t quite right. Faking like you know things that you don’t actually know backfires and robs you of the opportunity to learn. Saying you don’t know something isn’t something to be ashamed of or to be avoided. When you ask questions, you learn. If you don’t know something, say, “I don’t know, please tell me” or “I don’t know the answer to this, but I will ask people who do.”

3.) Build resilience through others.

The notion of building resilience, both personally, companywide, enterprise-wide, brand-wise, etc., is to recognize that you bring personal resilience, but you also get resilience from those around you; it doesn’t all have to come from you. You’re building a team that has some of those same values that we’ve talked about before — the ability to admit mistakes, the ability to say they don’t know, the ability to have inner confidence — I think what’s really important is that we also look to others to help us build our own resilience. As a web of individually resilient people supporting each other, we form a much kind of stronger foundation where resilience flourishes.

4.) Find gifts in adversity.

When people are presented with difficult situations, how they respond often says a lot about what they’re made of. Finding unexpected gifts out of adversity allows people to build resilient lives and often come up with brilliant solutions that are deeper and richer than if they hadn’t faced hardship in the first place. That’s what we wanted to do with Believe in Banking. We were focused on bringing something of value to help in a really dire moment in our country, when people were hurting and banking was on the brink. It’s like the phoenix rising from the flames.

5.) Take inspiration from history.

As I think about this moment we’re living through, seeing the arc of civilization or progress, it helps me to look at what has come before, so I don’t feel so overwhelmed. Knowing that people rose up and were resilient at previous times in our history, like during the Great Depression or the Spanish flu, and we did ultimately come together as a global village to overcome those challenges really helps put things in perspective. There have always been tough times, and we’ve always gotten through. How we have gotten through are sometimes intuitive and sometimes non-intuitive, but we can learn from history and start from a stronger place.

We are blessed that some very prominent leaders read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why? He or she might just see this, especially if we tag them 🙂

Scott Galloway is someone who I have an incredible respect for. He’s a professor of marketing at the New York University Stern School of Business, a media personality, a public speaker, a deep thinker, and a total badass. His podcast Pivot with Kara Swisher is brilliant. He is someone who was a serial entrepreneur of incredibly successful businesses, and he was a serial entrepreneur of businesses that flamed out, but he kept going and kept building and learning from his mistakes and pushing. He is the perfect person to tag in this series on resilience. He really embodies it.

This was very inspiring. Thank you so much for joining us!


Juliet D’Ambrosio of Adrenaline: Rising Through Resilience; Five Things You Can Do To Become More… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Tanisha Peten of Garrett Wade: Five Things You Need To Build A Trusted And Beloved Brand

Consistency — It’s very important you maintain product quality and consistency so that customers instinctively know what they will get when purchasing from Garrett Wade. A quality tool, built to last, backed by amazing customer service.

As part of our series about how to create a trusted, believable, and beloved brand, I had the pleasure to interview Tanisha Peten, the Chief Marketing Officer at Garrett Wade.

Tanisha Peten is the Chief Marketing Officer at Garrett Wade, the premiere destination for quality tools for the home and garden.

In 2018, Peten joined the Garrett Wade team following a consulting stint at Ascena brands where her time was focused on e-commerce development. With more than 20 years of digital commerce experience, Peten is credited as part of the teams who launched Express and Ann Taylor’s digital platforms.

Peten graduated from Syracuse University with a Bachelor of Science degree in Retailing / Marketing Management. She resides in Orange, New Jersey with her daughter, fiancé and Yorkie.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

My earliest memories I have is playing store in my childhood room that my sister and I shared growing up. I would make elaborate visual displays at the annoyance of my parents and even create price tags for some of the “merchandise” I managed to pull out of my closets and toy chest. I had all the supplies necessary to run a successful shop: toy shopping cart and a cash register and would play this activity for hours simulating my mom’s shopping excursions she would take me on. I guess I always knew I would be a part of this industry in some capacity. However, I never dreamed it would take me here. Most days I still feel like I’m back in that bedroom just making bigger decisions but having just as much fun as I did then.

Can you share a story about the funniest marketing mistake you made when you were first starting? Can you tell us what lesson you learned from that?

There have been times when I’ve gotten a little too excited about an item and bought a little more than what my controller was comfortable to accept. Hello black plated Yankee Drill. We added a color variation of one of our best sellers — it turns out the market didn’t care.

However, when that item or idea doesn’t pan out as expected it is always key to be creative in making lemonade out of your lemons if and when that strategy turns sour. For example, while the new color was a dud, the original color versions sales took off!

What do you think makes your company stand out? Can you share a story?

We are all empowered by the owners to do what is right for our customers and in turn the business, which is what everyone works toward. How we exceed our customers’ expectations today is always in the back of our minds no matter the task we are working on. For example we continue to publish our 50 plus page catalog because our customers simply love it. Despite the business being driven today by our digital channels, our customers really appreciate the imagery and the stories of the tools we sell in printed form. One customer once told me they actually had a 15 to 20 year collection of our catalogues saved!

Are you working on any exciting new projects now? How do you think that will help people?

We recently finished a commemorative collection of tools that we have had in existence since the founding of the company. Looking back through our archives and coming up with ways to give new life to these heirloom tools, while celebrating our past was such a fun project. What is so unique about the Garrett Wade brand is that over the last 45 years we’ve had incredible longevity with our customers — some from when we first launched, so we’re excited to introduce this to them as a bit of a retrospective.

Ok let’s now jump to the core part of our interview. In a nutshell, how would you define the difference between brand marketing (branding) and product marketing (advertising)? Can you explain?

Branding is what a brand represents — its mission and purpose, whereas advertising is marketing that presentation, product and or service.

To put it in perspective — our branding is focused on our philosophy of finding and bringing the consumer unique tools of exceptional quality and superb design that will improve your work. This is brought to life through our marketing programs such as our catalogue, product videos and social platforms.

Can you explain to our readers why it is important to invest resources and energy into building a brand, in addition to the general marketing and advertising efforts?

Garrett Wade has a distinct voice within the market and because of that, we work incredibly hard to make sure that the products we offer are exclusive to us and tell a story that consumers can connect with.

Today, the global economy is a lot smaller and very accessible to digital savvy customers, which is why our product development team spends so much time sourcing and developing one-of-a-kind high-quality tools for our customers, and why we prioritize telling the story behind the tools and makers.

We know everybody has choices in where they buy their tools, however, when you buy from Garrett Wade you aren’t just buying an excellent tool — you’re supporting small makers from around the world that understand quality over disposable.

Can you share 5 strategies that a company should be doing to build a trusted and believable brand? Please tell us a story or example for each.

Unique & Quality Merchandise — Our goal is to offer an assortment of tools that are exclusive to us. We travel across the globe to find the best makers in the world from multi-generational businesses and small companies to provide unique and quality tools that are often only available to professionals. We also prioritize our relationship with our factories which has led to us uncovering some hidden treasures — such as our Vintage French Cooking Knives, which were tucked away and were made generations ago!

Excellent Customer Service — We pride ourselves on going above and beyond for our customers as we want to be there every step of the project, if necessary. We have an amazing technical team that helps customers troubleshoot or simply ask questions they might have on the tools in our assortment. A happy customer is a repeat customer.

Speak Authentically — At Garrett Wade we prioritize honesty in our communication with our customers. We want a customer to understand the history and the use of our tools — even if that means not buying something. Often it takes the form of long product descriptions — something that has long since disappeared in the age of Instagram & Twitter copy. Just reading through our catalogs and website you will not only learn about the tool but the stories behind how they came to be in our assortment.

Personalization — We try very hard to make sure our brand is accessible, and our tool range is broad to meet the vast individual needs. The result is an extensive offering for a relatively small company — which is no easy task. But personalizing Garrett Wade to a gardener versus a woodworker is very important to us and we are constantly looking for ways to do this effectively, all while being authentic.

Consistency — It’s very important you maintain product quality and consistency so that customers instinctively know what they will get when purchasing from Garrett Wade. A quality tool, built to last, backed by amazing customer service.

In your opinion, what is an example of a company that has done a fantastic job building a believable and beloved brand. What specifically impresses you? What can one do to replicate that?

NIKE. The brand has been able to build this empowering connection with their audience — they make amateurs feel like they are professionals by just owning a piece of the gear.

Because of this, their audience really feels like they are part of the brand story and ultimately their successes and achievements. Buy from us and we will be there to help you succeed.

In advertising, one generally measures success by the number of sales. How does one measure the success of a brand building campaign? Is it similar, is it different?

Customer Acquisition & Retention — We measure the success of a brand building campaign by the percent of customers who come back to purchase from us again, as well as how many new customers we are adding to our audience. Looking at the acquisition and retention in our campaigns lets us know how well we are resonating with our customers and how they feel about how we are delivering on our promise to them.

What role does social media play in your branding efforts?

While our demographic is a bit older, social media still plays a significant role in our branding efforts. We are constantly encouraging dialogue with our audience to share what they have been working on and the level of performance of our tools. Our social platforms are used to inspire others and help build a community of makers to keep honing their skills to make great things.

What advice would you give to other marketers or business leaders to thrive and avoid burnout?

I try to find inspiration and allow myself time to think about the business outside of the office. Stepping away from my desk and just allowing myself to breath and ponder what’s our next move we should be making to keep business growing and evolving?

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I really want to amplify small makers who are making quality tools.

Right now, there are so many small businesses that are hurting and ones that don’t get the proper recognition in the marketplace. These makers — whether they are small businesses, or companies led by BPOC, deserve an opportunity and at Garrett Wade we’re dedicated to providing a platform for the makers who take pride in their work and create the best in class tools.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“Laugh and the world laughs with you; weep and you weep alone” — Ella Wheeler

We are blessed that very prominent leaders in business and entertainment read this column. Is there a person in the world with whom you would like to have a lunch or breakfast with? He or she might just see this, especially if we tag them. 🙂

I’d like to do brunch with the following: Bozoma Saint John, Marvin Ellison and Jide Zeitlin.

How can our readers follow you on social media?

You can follow us on Instagram at @garrettwade_tools

On Facebook: https://www.facebook.com/garrettwadeco

On YouTube: https://www.youtube.com/user/GarrettWadeCo

Thank you so much for joining us. This was very inspirational.


Tanisha Peten of Garrett Wade: Five Things You Need To Build A Trusted And Beloved Brand was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

The Future of Retail Over The Next Five Years, With Santi Proano of Ocean Spray Lighthouse…

The Future of Retail Over The Next Five Years, With Santi Proano of Ocean Spray Lighthouse Incubator

In-store shopping is not going away anytime soon, but the surge in online shopping that we’ve seen in 2020 will stick. Especially for Gen Z and Millennial parents who find the convenience of delivery or in-store pickup far superior to loading up the kids to go grocery shopping.

As part of our series about the future of retail, I had the pleasure of interviewing Santi Proano.

Santi Proano has over a decade of experience creating disruptive innovation and building brands across CPG, Hospitality and Micro-Enterprises.

An American native of Ecuador, Santi is a student of culture, passionate about helping others reach their potential. After graduating with a B.S. in Accounting he began his career at Starwood Hotels, supporting sound financial decision making. Santi then served as a Peace Corps Micro-Enterprise volunteer, helping low-income coffee growers in Ecuador develop their own brand of coffee. Since receiving his MBA from the University of Michigan, Santi has served consumers through delicious food innovations beginning with the renovation of legacy brands at Kraft Heinz. He then lent his passion for making positive impact as a founding member of the Innovation Lab at Tyson Foods, including the creation of alternate protein brand RAISED & ROOTED and YAPPAH! — a concept inspired by a tradition in his homeland.

Santi currently lends his passion for making positive impact leading the Lighthouse Incubator at Ocean Spray, focusing on health & wellness benefits with new brands Dabbly, CarryOn, Atoka and Tally-Ho. A blessed father of 4 children alongside his wife Kayla, they enjoy spending their free time on biking and hiking adventures, including climbing the highest active volcano in the world (Cotopaxi).

Thank you so much for joining us in this interview series! Can you tell us a story about what brought you to this specific career path?

After 6 years in the corporate world, I decided to become a Peace Corps volunteer in Ecuador. My focus was serving a coffee farmer cooperative in my host village. Although many said it could not be done, I thoroughly enjoyed helping the farmers create a coffee brand, connect with customers, and watch their income grow. Even more exciting was helping the farmers believe in themselves and take a risk on something new. From that point on, I knew I wanted to help improve the lives of others by creating new brands and products from scratch and I wanted to do it in the context of a larger organization for maximum impact. That’s what led me to a career focused on innovation.

As the head of Ocean Spray’s Lighthouse Incubator, I have the privilege of leading our team to create new, delightful health & wellness brands and products. Our focus is on starting small, testing, learning and ultimately creating future income sources for our farmers.

Can you share the most interesting story that happened to you since you started your career?

The most interesting moments in innovation inevitably happen when you come into contact with real life consumers out “in the wild.” While doing consumer research for a new brand we developed at a former company, my team set up a table in a touristy Chicago plaza to ask consumers for feedback on our product while recording their reactions on camera. I will never forget their reactions and insights. The feedback was priceless. When you start small and test your products with consumers, you strive to save money, which can lead to some interesting outcomes.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson or takeaway you learned from that?

Leading the Lighthouse Incubator, I talk a lot about failing fast, cheap and forward. Most innovations fail. That’s why making space to fail can be very freeing for teams focused on innovation.

Way before my career in innovation, I was a bank teller that made the mistake of accepting obsolete Mexican currency from a very chatty customer that caused the bank a loss of around $1,000. I had dealt with pesos before so during the transaction I felt something was off. Instead of going with my gut, I checked with a colleague, talked to the customer again, overthought the situation and got it wrong. It was a painful lesson but a timeless one. Do not ignore your gut. Often your best ideas and decisions start there. It’s ok to make a mistake and fail, but learn and grow from the experience.

Are you working on any new exciting projects now? How do you think that might help people?

I am thrilled that my Lighthouse team has launched 4 new brands in the last year to serve different elements of consumers’ health & wellness journey. Our incubator model is a 5-month concept to test-market cadence, which we did for each of these brands.

The brands include CarryOn™, delicious CBD sparkling waters with functional ingredients designed to boost mental wellness; Dabbly™, cranberry extract based supplements that support skin health among other functions; Atoka™, herbal tea tonics with ingredients curated by a master herbalist for holistic wellness; and Tally-Ho™. The most recent is actually for the health & wellness of our dogs! We just launched Tally-Ho™ water enhancers for dogs on Indiegogo and in PolkaDog stores in the Boston area. These water enhancers are delicious and come in 3 varieties to support our beloved dogs’ immune, oral and emotional health.

Which tips would you recommend to your colleagues in your industry to help them to thrive and not “burn out”?

Balance your life. Spend focused intentional time with your partner and kids. Take a day off to focus on your faith, your values, and to do something you love. Leave the phone behind. It is hard to keep going 100% all the time and the reality is taking a step back and getting centered helps you be at your best in the long run.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?

There have been a few key people that saw something in me and decided to invest time and advocate for me. One of these was a professor in college who patiently gave me his time and attention every occasion I asked for help. I thought I was being a bother but when he was asked by a recruiter for the name of a student to consider for an internship it was my name he gave. That internship became my first job out of college.

How have you used your success to bring goodness to the world?

There are several great organizations making a positive impact serving prisoners, modern-day slaves, the fatherless, and refugees. I enjoy finding and supporting those organizations.

I am proud to work for Ocean Spray, a farmer-owned cooperative that has this same giving mindset. Ocean Spray is working to make the world a healthier and happier place, with a mission to connect our farms to families for a better life. Our cooperative gives to St. Jude, Feeding America food banks, Bright Pink, and several other organizations local to our farmer-owners through our Community Fund.

Any success I have had is linked to others pouring into me. Paying it forward by pouring into others is the best way I can bring goodness to the world.

Ok super. Now let’s jump to the main question of our interview. Can you share 5 examples of how retail companies will be adjusting over the next five years to the new ways that consumers like to shop?

Retail has been on a trajectory of adjustment and investment that has only accelerated due to the events of 2020. Some of the ways we may see retail changing in the future include:

1.) Increasing assortment of proactive health products

Consumers will be looking for increased assortment of proactive health products that help them get out in front of health issues. This includes familiar categories like supplements and will expand into food and beverages. Retailers will diversify their offerings across many categories to ensure proactive health benefits are in their assortment. Brands that can deliver these benefits with whole foods and credible claims will be best positioned for this in the future.

2.) Bringing the digital experience in-store

Consumers will increasingly expect the pleasant, well-designed user experiences that they enjoy digitally to extend to the retail environment. Retailers will likely adjust by integrating digital aspects and technology into the in-store experience. This could include virtual shelves, augmented reality for trying on product, as well as interfaces with online inventory.

3.) Adding healthcare service offerings

Large retailers not traditionally known for healthcare will likely add healthcare service offerings to their physical stores. Access to affordable healthcare is a major problem that large retailers with scale can help solve. Focus will be on preventive, proactive health at the primary care level.

4.) Increasingly brands will have their own direct-to-consumer channel

Direct-to-consumer channels will not threaten retail so much as complement it. Brands will look to use this channel to help consumers sample and trial new products, gather consumer insights and feedback, and provide their users with offerings that may not be widely carried at retail.

5.) The acceleration to online shopping will stick

In-store shopping is not going away anytime soon, but the surge in online shopping that we’ve seen in 2020 will stick. Especially for Gen Z and Millennial parents who find the convenience of delivery or in-store pickup far superior to loading up the kids to go grocery shopping.

How can our readers follow you on social media?

You can go to www.OceanSpray.com and follow Ocean Spray on Facebook, Twitter and Instagram. Also, please follow Atoka™, Dabbly™, CarryOn™ and Tally-Ho™ on Instagram.


The Future of Retail Over The Next Five Years, With Santi Proano of Ocean Spray Lighthouse… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Joe Dupriest of NextUp Ventures and NextUp Partners: 5 Things You Need To Know To Successfully…

Joe Dupriest of NextUp Ventures and NextUp Partners: 5 Things You Need To Know To Successfully Manage a Remote Team

A final piece that gets lost in managing remote teams is not having direct oversight into what the employees are doing and how projects are progressing. Even small things, like stopping by someone’s desk to check in gets lost, as a phone call just isn’t the same and can be more of a nuisance. This is particularly challenging when getting a new employee up to speed on projects and helping them balance their workload. There has to be a lot of trust between manager and employee to successfully overcome this hurdle.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing Joe Dupriest.

Joe is a high-energy, decisive senior executive with more than fifteen years of progressive leadership experience, driving market penetration and business growth within sports. With an engineering degree from Georgia Tech coupled with an MBA from Duke University, he served as CMO for Monumental Sports & Entertainment during a period of explosive growth and change. Joe launched Monumental Sports Network, the first OTT platform for regional sports, and has won five NCCB Emmy Awards. Most recently, he co-founded and launched NextUp Ventures and NextUp Partners, a multi-solution consortium designed to empower leading, emerging, and startup sports companies to maximize their businesses amidst today’s dynamic landscape.

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

Growing up just outside of Atlanta and always having an affinity for math and science, it was a foregone conclusion that I would go to Georgia Tech and spend my life as an engineer. While I was at Tech, I got bitten by the sports bug while working gamedays with the Atlanta Braves and set about finding a way to combine sports and engineering. After graduation, I spent the first few years of my career as an industrial engineer with FedEx Express, which eventually led me to Duke’s Fuqua School of Business. I spent my two years there networking with anyone and everyone willing to give me 15 minutes on the phone to learn about various career paths within sports. I did my summer internship with the Durham Bulls, which is where I met my now-wife. That experience was where I first combined my analytic/engineering background with the evolving needs of sports teams. At the time, not a lot of teams were doing much with analytics and data, so that provided the opportunity to carve out a niche for myself. Following graduation, I landed in Philadelphia working for the Eagles. Relationships are everything within the sports world, and the relationship and trust I built with my boss, Tim McDermott (now president of the Philadelphia Union of MLS), led me to D.C., where I also worked for him at the Washington Capitals. I moved my way through the ranks to CMO of the Caps and eventually CMO of all of Monumental Sports & Entertainment, including the Washington Wizards and Mystics. I then spent two years in the corporate world but always had an interest in returning to sports and entertainment, which is what led me to co-found and launch NextUp Ventures and NextUp Partners this summer. To bring the story full circle, the relationships I built going all the way back to my part-time work with the Braves in the late 90’s are what made my career a reality. We have united an unbelievable team of executives from across sports, all of whom have strong working relationships with someone else on the team. Even working remotely, everyone immediately jelled and we were able to hit the ground running. Because of our diverse team with experience across all facets of sports, we are able to quickly begin work with sports companies at all stages, from early startups to established brands and teams.

Can you share the most interesting story that happened to you since you started your career?

When you spend so much of your career in sports, there’s definitely no lack of interesting stories. My first lasting memory occurred in 1996, my first year working part-time for the Atlanta Braves and also the final year they played at Atlanta-Fulton County Stadium. This stadium had extra meaning to me — it’s where I grew up going to games and watching Dale Murphy and Bob Horner, way before the team’s run of success in the 1990s. The Braves were in the National League Championship Series and were down three games to one. They came back to tie the series, bringing the decisive seventh game back to Atlanta, where I worked the game. The Braves won that game handily and I somehow ended up on the crew that carried the stage out onto the field for the postgame trophy ceremony. From there, we got to sit in the dugout and watch everything as a young Chipper Jones sprayed all of us with champagne. Unfortunately, the World Series did not end with a similar celebration…

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

This story isn’t necessarily early in my career but it is early in my time with the Washington Capitals. My director of game entertainment was out for the birth of his first child, so one of our other producers and I stepped in to help run the show (which consists of calling what videos play on the videoboard, what music is played, getting the crowd hyped, etc.). I had zero experience doing this live, but fortunately we had a veteran team that handled most of the work — except for one instance where I approved running the replay of a questionable call by the refs against one of our players who had just made a not-so-smart play. Within five seconds, our phone rang and it was the General Manager calling to not-so-calmly explain why that was a bad idea (to be honest I didn’t even notice there was a phone on the desk until it started ringing). What I didn’t fully grasp prior to that was the dynamic between the business side of hockey and the team side and the importance of building a strong relationship from day one so that expectations and trust are there. Over time, I developed a great relationship with our General Manager and learned a lot from working with him. I wish I had started doing that much earlier!

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

I was reading your interview with Sharon Napier of Partners + Napier and what she said really stuck with me. It’s not about work-life balance, it’s about work-life integration. But it’s not enough to encourage your employees to practice it; for it to really be effective the CEO has to live it as well. Showing your employees that you see the importance of proper integration in your own life and ensuring you don’t lose focus on what your true priorities are is essential to avoiding burnout and thriving consistently. Personal priorities need to remain priorities all the time, not just when work allows it.

OK, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this during the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

Within sports, the idea of remote teams, historically, has been a foreign concept. Until the last few years, I only had experience working with teams face-to-face. However, I spent more than two years working for Shop Your Way as their head of marketing, and much of that was done remotely. I traveled to the corporate office in Chicago a handful of days per month, but otherwise I worked remotely from my home as did a number of the members of the leadership team.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

  1. One of the toughest challenges is the ability to have productive brainstorming and whiteboard sessions. Many of the best ideas and solutions come from a collaborative group, a marker and a wall-sized whiteboard. Thinking back to my early days with the Capitals, we were closing in on the playoffs and needed a campaign to capitalize on the energy of the fan base, which is when we created Rock the Red. What started as a brainstorming session went on to serve as the team’s rallying cry and tagline for almost a decade. That was developed by getting the key people in the room and listing ideas, crossing ideas out, evolving, combining, and overall brainstorming until we had something great. That same type of session is much more difficult to conduct remotely.
  2. A second challenge is being able to “read the room.” Observing feedback through tone, body language, mannerisms, and expressions is challenging when you aren’t in-person, even if meetings are done via video. It is very easy to misread a reaction and have things snowball. A confusing video call with no ability to grab a face-to-face could lead to an email where tone can get completely misconstrued. For example, if you aren’t in-person when presenting new ideas or discussing solutions to present to a client, it is easy to miss unspoken feedback especially if the employee is hesitant to tell their boss that something is a bad idea.
  3. Distractions! This is a challenge for everyone, not just the manager. It is easy to get sidetracked, like when the kids pop into the office to ask a question or tell a story. Fortunately, my kids are pretty good with boundaries, but it has happened more than once where my 4-year-old interrupts to get on the video call with me. Separating your home life and demands from work is much harder when they both occur in the same location.
  4. What may be the biggest challenge is team building. When I was at the Capitals, we had a team meeting once per week where you can discuss more than work. If it was someone’s birthday, our VP of marketing would make an ice cream cake for the group. This type of stuff is extremely important when building camaraderie amongst the team. Now, in a remote environment, it is much more difficult to develop authentic relationships. Building trust takes longer, as the interactions that do occur now are almost 100% focused on work.
  5. A final piece that gets lost in managing remote teams is not having direct oversight into what the employees are doing and how projects are progressing. Even small things, like stopping by someone’s desk to check in gets lost, as a phone call just isn’t the same and can be more of a nuisance. This is particularly challenging when getting a new employee up to speed on projects and helping them balance their workload. There has to be a lot of trust between manager and employee to successfully overcome this hurdle.

Based on your experience, what can one do to address or redress each of those challenges?

  1. For online brainstorming sessions, I would encourage having those be only on video versus phone and utilize screen sharing whenever possible. That keeps people more engaged and the team can use that screen as a pseudo whiteboard to add notes as the team discusses. I would also limit the length of these, as it can really drag on and people will begin to mentally check out. I think the maximum length should be one hour for any single session.
  2. Similar to brainstorming, I think any meeting where back and forth feedback will be given should be done on video as well. From a culture standpoint, it is extremely important to create an environment where feedback is welcomed and everyone will be heard. If the team feels they can be open, then ideas and feedback will be more readily verbalized. However, picking up on nonverbal cues will take time especially when dealing with new employees.
  3. I have found that the best way to avoid distractions in my house is to deem my work area off-limits, except in the case of emergencies. It is important for the kids to understand that when I am there working, it is no different than if I were in an office downtown. Once a meeting gets disturbed, it can be hard to get back on track and it is easy to lose engagement with the team if they don’t think I’m 100% focused.
  4. I believe team-building can still be done virtually, it just has to be done in a different way. Recognizing birthdays is a prime example: while it would be great for everyone to share a cake, it will still go a long way in recognizing key personal moments. It is also very important to take the time in meetings to call out great work and recognize employees. The banter before and after in-person meetings is often where people get to know each other, so at times I have intentionally started a video call late so the attendees have a few minutes to chat amongst themselves. It is important to keep the human aspects of meetings (and not only focused on work), as relationship-building is key to a successful team.
  5. To overcome the lack of day-to-day direct oversight, I recommend setting up multiple one-on-one check-ins throughout the week with each employee or small groups. These shouldn’t be long meetings that people dread, but instead are quick 10-to-15-minute chats that ensure the employee is on track. Remember to also give them an opportunity to ask questions and provide feedback. It is important for the manager to get to know their employees and what works best for them and set up the length and scheduling so that the employee values the time and doesn’t see it as a distraction or obligation. I also believe it is vital that the manager develop a culture that encourages employees to reach out with issues and be responsive at all times. I see a big part of my role as ensuring that I don’t hinder progress for my team and strive to make sure they are never waiting on me to keep things moving.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback in a way that doesn’t come across as too harsh. If someone is in front of you, much of the nuance can be picked up in facial expressions and body language, but not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

That’s a great point and ties into my challenge of “reading the room” without being in the room. The first thing that is crucial here is to have as many of these conversations as possible over video, so you at least have the opportunity to read facial expressions. However, it is important that video not be used only for giving critical feedback or the employee will begin to expect uncomfortable conversations for all video invites and go into them apprehensively. Video is not only important for the manager to read the employee but is just as important to enable the employee to read the manager. Without being face-to-face, you must remember that the employee also can’t tell if you are upset or using it as a coaching moment. The manager should ensure that they choose the right facial expressions and tone to deliver the message.

Another key suggestion is to be open and honest with employees across everything and encourage them to be honest with you as well. Point out the good as well as the bad, and give them the opportunity to tell you what you could be doing better. It is critical that the manager listen as well as deliver feedback. A strong relationship with the employee can help overcome the inability to interact face-to-face.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

One of the most difficult things to do is convey the right tone in an email, and it is very easy for unintended tone to be what the employee takes away from the message. The manager needs to be consistent in the tone that they use over email and in person. That goes for the flow of conversation as well as word choice. If the wording of the email is more direct and focuses on the problem, whereas an in-person conversation would be more conversational with balanced feedback, then the email will come across as much more critical. If you must deliver critical feedback via email, point out both problems as well as solutions. Don’t just tell an employee where they took the least desirable path or made a mistake; instead offer solutions that will help them avoid problems in the future. Whenever possible, point to prior examples of when the employee did a good job as a lesson for how to handle this situation differently next time. In general, however, I would avoid giving constructive feedback in email whenever possible unless you have a strong relationship and work history with the employee so they know how you operate. If it is a new employee and you are delivering this type of feedback for the first time, I would avoid the email until both sides learn to read each other.

Can you share any suggestions for teams that are used to working together on-location but are forced to work remotely due to the pandemic? Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

I would suggest keeping things as consistent as possible, including both the cadence of meetings and flow. Teams that understand expectations and know each other pretty well will make a much easier transition to remote work. In-person, they know which team members don’t mind people stopping by their desk for a few minutes to catch up on a project and which team members prefer more structure. If someone knows a teammate doesn’t like being interrupted at their desk, then they probably also won’t appreciate multiple random phone calls when working remotely. It is also important that the manager stay in constant communication with the team during the transition, to understand what challenges they are facing and any concerns they have. Addressing these problems quickly will reduce tension and ensure that everyone feels productive and efficient.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

The manager needs to set clear expectations on hours, availability, response times, and meeting protocol. Even when remote, there must be a structure to follow, and this consistency will be important for the team to operate. Without a clear communications structure, your team will become frustrated with each other and you. Additionally, it is important for the team to meet together without the manager, as often or even more than they would in-person (to make up for lost chance conversations in the hall or break room). A good manager will balance not micromanaging the team, setting clear expectations, and keeping track of workload. This helps employees avoid bad habits while working remotely.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I don’t think I need to inspire this movement, as it has been an issue for years and a hot topic recently: we need a renewed focus on our education system. Education is the key to unlocking potential in each new generation, but everyone can agree that it has problems. For every year that we don’t fix those problems, that’s another year we miss improving our future, letting millions of kids and families down. I’m not going to get political and propose what I think the solutions are, but it needs to be analyzed top-to-bottom for:

  1. Inconsistency in educational opportunities, both across the country and within states;
  2. The amount and source of funding for public education;
  3. The role that each level of government should play;
  4. The overall support given to teachers.

It’s time to find solutions. We can’t just keep kicking the can down the road.

Can you please give us your favorite “life lesson quote?” Can you share how that was relevant to your life?

I feel like I’ve made it through this interview by barely mentioning Duke so far, which my friends and family probably think is quite odd, so I will finish with a quote from Coach K: “Everyone’s ideas should be heard. It doesn’t matter who gets credit, as long as you’re working towards the same mission and shared purpose.”

I think this is critical for any leader, whether it is in business, sports or the community. I have always tried to be the type of leader that listens first. The best ideas rarely come from the person at the top, but the person at the top should be able to listen to everyone, identify the best ideas, refine them, and help the team implement them successfully. I will finish with another non-sports-related quote from George Clooney that I think captures this concept: “You never really learn much from hearing yourself speak.”

Thank you for these great insights!


Joe Dupriest of NextUp Ventures and NextUp Partners: 5 Things You Need To Know To Successfully… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Maggie Craddock of Workplace Relationships: Rising Through Resilience; Five Things You Can Do To…

Maggie Craddock of Workplace Relationships: Rising Through Resilience; Five Things You Can Do To Become More Resilient

Never forget that, while the conversations you have with others matter, the most important conversations you have in life are always the conversations you have with yourself.

In this interview series, we are exploring the subject of resilience among successful business leaders. Resilience is one characteristic that many successful leaders share in common, and in many cases it is the most important trait necessary to survive and thrive in today’s complex market.

I had the pleasure of interviewing Maggie Craddock. Maggie Craddock is the founder of the executive coaching firm Workplace Relationships. She has worked with people from all levels of the professional spectrum — from people entering the workforce to Fortune 500 CEOs. Her work has been featured on CNBC, National Public Radio and referenced in national publications including the Wall Street Journal, The Harvard Business Review and Oprah Magazine.

Executive coaching is Maggie’s second career. She worked for over a decade on both the buy side and the sell side of the financial services industry before building her coaching business. As a lead portfolio manager for Scudder, Stevens and Clark, she won to Lipper Awards for top national fund performance. As a national director of consultant relations for Sanford C. Bernstein, she worked with top pension fund clients, boards of directors and industry consultants to keep them apprised of the firm’s strategy across asset classes.

A lifelong learner, when Maggie decided to make her own career transition, she did her homework. A graduate of Smith College and the London School of Economics, Maggie went back to school when she decided to transition from helping people manage their money to helping them manage their careers.

Realizing the magnitude of the emotional component involved in helping people clarify their genuine priorities and achieve authentic success, Maggie attended New York University where she received an MSW and then became an Ackerman certified family therapist.

Maggie is also passionate about her writing. Her latest book, Lifeboat: Navigating Unexpected Career Change and Disruption (New World Library, 2020) draws lessons from the stories of Titanic survivors and applies them to the challenges we are facing today. Her work addresses the human dimension of timeless questions such as: How long will this crisis last? How bad will it get? Who can I trust to help me survive, and how will living through this situation change me?

Thank you so much for joining us! Our readers would love to get to know you a bit better. Can you tell us a bit about your backstory?

Managing traders and research analysts in the 1990s taught me that the skills people draw from when it’s “business as usual” aren’t the same skills they needed to develop to operate effectively under extreme emotional pressure. On a fairly normal day, my team and I were cool, objective and hopefully strategic. However, under pressure, we all had to fight the tendency to succumb to snap judgement, polarized thinking and impulsive choices.

Years of navigating volatile markets taught me that trusting my decision making process was far more important than any single decision I made. After all, when conditions changed and things didn’t turn out as planned, sometimes the way our team course corrected ultimately prove more profitable than our original plan would have been.

Gradually, I began to realize that this simple truth about the importance of trusting my decision making process didn’t just apply to running money. It also applied to the way I navigated my life.

Can you share with us the most interesting story from your career? Can you tell us what lessons or ‘take aways’ you learned from that?

In 1993, I found myself standing on the balcony at a spectacular resort in Laguna Beach during an investment conference. Our team had just won a Lipper Award for the best-performing short-term global bond fund in the nation. I’d been profiled on CNBC, was being quoted regularly in the national media and I’d even received an invitation from Michael Lipper who wanted to congratulate me on our fund’s success.

I should have been on top of the world!

However, as I watched the waves lap against the retaining wall underneath my balcony, I realized that something was missing.

I was experiencing a wake-up call from my authentic self.

While I was both humbled by and grateful for the success my team and I were enjoying, I also realized that one of the key skills I’d drawn on was mastering the art of being who other people wanted me to be. You could send me to a board meeting, and I could morph into who they wanted me to be. You could put me on the phone with an anxious client, and I’d become who they need me to be.

Where was I in all of this? Was this really the highest and best use of my talent and energy?

The conversation I had with myself in that rare moment of sacred silence in Laguna was when my ambitions shifted from helping people create profitable portfolios to helping them create profitable lives.

What do you think makes your company stand out? Can you share a story?

At Workplace relationships, we aren’t just focused on helping people think more strategically. We are focused on helping people cultivate the emotional agility they need to respond to unexpected changes and triggering situations that evoke such powerful feelings that they can barely think at all.

A person’s professional power style often mimics the power dynamics they experienced in the first system they navigated in life — the family system. By exploring the emotional and behavioral triggers developed in the family system, our process helps determine whether someone will react like a dictator or a doormat when he or she is under stress on the job.

Early in my career, I met a prominent investor who had developed such a terrifying reputation as a bully that his power style was becoming a liability for his firm’s culture.

I should have known things might get challenging when the HR representative assigned to introduce me to this investor gave me an anxious smile and bolted before saying a word.

When this prospective client finished his phone call, he hunched his shoulders and continued to purposefully ignore my presence.

Finally, I ventured into the threshold of his office and asked politely, “Excuse me, but I think we have a meeting. Is this a good time?”

My memory of what happened next is a little patchy. That’s what happens under stress.

I remember his face turning towards me with an expression of frustration mixed with fury. I remember hearing him launch into a tirade so loud that, out of the corner of my eye, I could see frightened subordinates sinking into their chairs. I even remember fragments of the phrases he was throwing out such as, “useless charm school…waste of my time…” and some choice expletives that honestly weren’t needed for emphasis, but I guess he threw them in for good measure.

Finally, he wound down. We all need to take a breath at some point.

I was still standing in the same spot which, in retrospect, may have surprised us both.

“WELL!??” he demanded.

Before he could get himself wound up for a second blast, I ventured a respectful response that I hoped would shift the tone.

“I hope you’ll forgive me,” I began as politely as I could manage, “but I’m afraid I didn’t catch everything you just said. It’s clear that based on your passion, and the fact that you repeated a few phrases, that’s there’s something urgent you are trying to get across. Unfortunately, I was so taken aback by your tone that I must confess that I can’t fully recall all of the words you used. While I hate subject you to further frustration, if you could take it from the top, I’m going to take notes this time.”

Then, he saw me.

This man was operating from the blind spots of what I refer to as the Commander power style. An emotional trigger for Commanders is impatience. Thus, under pressure, Commanders are prone to erupt when anything distracts them from what they see as their priorities in the moment.

However, the other side of this trigger is that Commanders often respond quite positively to people stand their ground with dignity.

“You can’t remember the words I used?” he asked with a trace of sarcasm laced with a growing hint respect.

“Sometimes,” I told him as calmly as possible, “people dissociate when they feel intimidated. I’m pretty sure that just happened to me. Do you think that ever happens with other people you work with?”

This client hired me on the spot, and we developed a rewarding relationship. Underneath his frustration, often born of a passion for excellence, this Commander turned out to be a caring and committed leader.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?

The late, great Judy Tobias Davis was on the Dean’s Advisory Council for New York University’s School of Social Work with me. Judy was a tireless supporter of projects she believed in — both in her public and her private life.

We became fast friends from the moment we met. Fellow book lovers, Judy and I would spend glorious afternoons together in her apartment on Central Park South discussing writers who had inspired us.

What’s more, Judy eagerly poured over the manuscript for my first book, The Authentic Career. As any first-time writers knows, getting encouragement and emotionally honest feedback from a trusted source can be critical to writing your truth during moments of self-doubt.

Judy helped me tap into the resilience that comes from knowing you have the support of a true friend.

Ok thank you for all that. Now let’s shift to the main focus of this interview. We would like to explore and flesh out the trait of resilience. How would you define resilience? What do you believe are the characteristics or traits of resilient people?

To me, resilience is about embracing the relational lesson at the heart of any challenge we face. By embracing this lesson, we find ourselves tapping into a combination of purpose and passion that makes it possible to overcome obstacles that might otherwise hinder our progress.

Sometimes, the lesson we face invites us to strengthen our relationship with ourselves. This fortifies the resilience we need to chart our own course professionally and not have this dictated for us by outside forces.

Sometimes the relational lesson invites us to become more emotionally agile when we interact with others. This fortifies the resilience we need to negotiate conflict in a way that fortifies our personal integrity rather than diminishing it.

Often, the most powerful lessons we embrace play out in our relationships with the groups we join and the organizations we choose to support. When it comes to our careers, this strengthens the resilience we need to align ourselves with organizations that reinforce our core values and, when necessary, make a healthy break with those that don’t.

Resilient people don’t make snap judgments and they don’t harbor grudges. Resilient people bear in mind that, in a rapidly changing world, you can’t judge someone’s full potential until you have assessed their capacity to evolve.

When you think of resilience, which person comes to mind? Can you explain why you chose that person?

I’ve been thrilled by the press coverage of John Lewis lately, because these programs have showcased the resilience of an American hero who experienced others at their best — and at their worst.

From the physical blows he survived marching for civil rights to the tireless years of service he gave to our government, John Lewis exemplified that inspirational combination of courage and humility that is the hallmark of a resilient leader in the service of a cause that’s greater than any one individual — or any one generation.

Has there ever been a time that someone told you something was impossible, but you did it anyway? Can you share the story with us?

I struggled with a lot of emotional backlash as the dream of developing my coaching methodology formed inside of me. In fact, there were moments when my inner doubts threatened to paralyze me.

One reason was that, in the 1990s, the industries of consulting, counseling and personal growth were well-established but often poorly integrated disciplines. How dare I, as a beginner, attempt to cross boundaries in multiple disciplines simultaneously?

Once I started to take action, the years that I spent developing the inner resilience to trust my decision making process and live my own truth were integral to my success. My work involved digging deep into myself and finding the courage to put my beliefs into practice. I was acting on the faith that helping people listen to their inner voice would not only make it possible for them to identify what they wanted to do, it would also help them find a way to get paid to do it.

While many people have been enthusiastic supporters of my approach to integrating previously disparate disciplines over the years, there have also been “experts” who sought to discourage my efforts when they threatened the boundaries of previously established methodologies. The inner resolve that I had cultivated by staying aware of the conversations I was having with myself, and the ways that emotional triggers could impact my thought process under pressure gave me the courage I needed to negotiate with and learn from others when my convictions were on the line.

Did you have a time in your life where you had one of your greatest setbacks, but you bounced back from it stronger than ever? Can you share that story with us?

As an only child, my priorities abruptly shifted from my career to my family during my parents’ final years. Fortunately, the resilience required to meet the challenges of this chapter of life were reinforced by the blessing of being married to my best friend.

My husband Charles and I settled into a routine of ending the work week by heading to the Philadelphia airport, boarding an 8pm flight for Fort Worth Texas and arriving at our hotel around 1am. We spent the balance of our weekends during those stressful years visiting with my parents, taking care of chores and paperwork for them and crashing in our hotel room to replenish our energy.

What took my breath away was the kindness of the people we encountered everywhere we turned during this challenging time.

By the time my father passed, the hotel staff not only helped me print out the eulogy I wrote for his funeral — they laminated it. As I raced to the nursing home during my mother’s final days, I found that head of the nursing unit had literally moved her desk in to my mother’s room to make sure mom wasn’t left alone before I could reach her side. Years later, people we worked with to help settle their legal affairs, keep their home repaired and even store their possessions still reach out to stay connected with us.

This challenge taught me that, when it comes to resilience, people matter in a very human way during a crisis. There are some things you simply can’t do alone. Without the emotional support of my husband and our friends, I’m not sure how I would have balanced my duty to my parents with my professional responsibilities.

Did you have any experiences growing up that have contributed to building your resiliency? Can you share a story?

From my earliest memories, my parents were tireless supporters of getting me the best education possible. As a result, I took some aptitude tests and ended up receiving a scholarship that made it possible for me to attend an exclusive private high school in Fort Worth.

What my parents didn’t anticipate was the social challenges I faced integrating into a student body where many of the other kids came from extremely wealthy families. While I grew up in a comfortable middle class suburb, compared to the wealthy lifestyles of many of my peers, it often felt like I was from the wrong side of the tracks.

I’ll never forget the day that I was late to class because a group of girls were clustered around my locker chatting gaily. Because of the way they were standing, I couldn’t get to my books. I politely asked them to move. One of them looked down at my shoes, rolled her eyes, the group continued their conversation as if I were invisible.

It felt awful.

As the years progressed, I learned that the way these young women had reacted had very little to do with how they felt about me. It had much more to do with how they felt about themselves. In spite of their expensive cars and fancy shoes, many of them came from homes where they received little genuine validation or emotional support.

Some of the girls who blocked me from my locker that day ended up becoming friends of mine by the time we all graduated. I think this is because, in spite of the stressful social moments we all weathered, they watched me stay focused on my studies, my painting (I love art work!) and my long term plan of getting the education I needed to make my mark in the world.

Decades later, one of them invited me to vacation with her at her family’s vacation home. Over dinner as we watched the sun go down, she turned to me with tears in her eyes and confessed, “I’ve always admired your career. I wish I could figure out some way to have a meaningful job too.”

I remember telling her that one of the gifts I started my life with was the realization that I had to make my career work. Then, I shared one of my favorite Eleanor Roosevelt quotes with her: “It’s never too late to be what you might have been.”

Resilience is like a muscle that can be strengthened. In your opinion, what are 5 steps that someone can take to become more resilient? Please share a story or an example for each.

1.) Never forget that, while the conversations you have with others matter, the most important conversations you have in life are always the conversations you have with yourself.

Because my methodology encourages clients reflect on the values, approaches to conflict and even the definition of success they internalized in their early family system, I’ve had the privilege of hearing a wide range of formative stories. These early stories often form the narrative that shapes people’s beliefs about their own potential and the range of possibilities open to them during changing times.

It’s important to clarify how the experiences in your early family system have shaped your thinking. This is because, through becoming aware of how other people have trained you to define yourself, you tap into the resilience you need to rewrite this definition in a way that feels authentic and genuinely fulfilling.

2.) Accept your feelings with as little judgement as possible — don’t waste valuable energy suppressing them.

When we judge ourselves for experiencing flashes of envy, resentment or even anger under pressure — we undermine our resilience.

Give yourself a break. Learn to acknowledge and accept your feelings with humor and gentleness. You need to be aware of what you are feeling during rapidly changing times, as your feelings may be vital clues about what you need to change in your work and life to stay true to yourself.

3.) Don’t get so wrapped up in how you are coming across that you lose sight of how other’s feel about themselves in your presence.

What motivates others to open up and support you, and what causes them to shut down and avoid you, doesn’t always stem from how they feel about you. It often stems from how being around you causes them to feel about themselves.

After someone has had a conversation with you, how do they feel about themselves? Do they feel validated and supported? Do they feel anxious or emotionally erased?

Learning the art of establishing sustainable rapport with others is vital to creating relationships that fortify our resilience under pressure.

4.) Aligning your thoughts, feelings and actions in the present moment trumps trying to think yourself through a thorny situation every time.

Resilient people get centered under pressure. They look at what’s right in front of them, check in with what they are feeling and carefully observe what’s going on with others in the moment. Establishing this inner alignment often reveals hidden resources, taps into latent strengths and creates potential solutions that might otherwise elude you if you were trapped in a thought loop.

5. ) Look for opportunities to do for others without stopping to calculate what’s in it for you.

When my team and I worked on a trading floor, we learned the art of taking action before the market moved away from us.

In life, it’s powerful to train yourself to act on opportunities to be helpful and supportive of others before you stop to calculate what’s in it for you. This is because, if you take time to do an internal cost-benefit analysis, the moment may pass.

Stop and give directions — even if you are in a hurry. Buy that box of cookies or whatever the hopeful young student is selling. Give the coupons you aren’t using to someone who has that item in their cart.

How will this help you?

Well, for starters, you never know whose watching. I had a client who gave a young woman in a hurry the cup of coffee that he’d just paid for so she could make it to the office on time. Fifteen minutes later he discovered that this same woman turned out to be the receptionist at the firm he was visiting to apply for a job.

Yep — he got the position.

But more to the point, when it comes to resilience, the one person who is always watching you is you.

Cultivating habits that systematically enhance your respect for yourself is foundational to your resilience in work and in life.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

Making a shift from the Self-help mindset to what I call the Us-help mindset.

What I mean by the Self-help mindset is a perspective on life where you are primarily focused on your personal security and advancement. While this approach is understandable, particularly under stress, when a large group of people are operating from this mindset they all end up feeling alone together.

In contrast, the Us-help mindset is where you balance your individual goals and needs with an appreciation for the overall well-being of the group. This approach to work and life breaks the chains of isolation and encourages you to prioritize the value you bring to others as well as the individual accolades you may enjoy along the way.

We are blessed that some very prominent leaders read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why? He or she might just see this, especially if we tag them 🙂

Rachel Maddow — and, by the way, I’d be thrilled with a brief phone call.

Rachel’s penchant for helping her viewers put current political developments into context by giving us brief history lessons is, in my opinion, extremely valuable to our cultural conversation. I’d love to learn more about the thought process she goes through to inspire her audience to think more broadly about what they are witnessing while she updates them on current event.

Also, I’d welcome the chance to thank her for the tone of humor she occasionally injects into her work. There have been nights during this challenging time where her approach to delivering dire news has reset my sanity by helping me laugh.

How can our readers follow you on social media?

My website is workplacerelationships.com

You can also find me on LinkedIn, Instagram and Facebook under Maggie Craddock and on Twitter at @MaggieCraddock

This was very inspiring. Thank you so much for joining us!


Maggie Craddock of Workplace Relationships: Rising Through Resilience; Five Things You Can Do To… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

The Future of Retail Over The Next Five Years, With Michael Jaszczyk of GK Software USA

…Eliminating the distinction between purely eCommerce and purely brick and mortar retail. Successful retailers of the future will combine the benefits of both.

As part of our series about the future of retail, I had the pleasure of interviewing Michael Jaszczyk.

Michael Jaszczyk is the CEO of GK Software USA, where he works to maintain and enhance the company’s global reputation as the supplier of one of the most innovative and complete retail software platforms and suite of services. He draws on an extensive wealth of experience, both in software development for the retail sector and as a manager at international IT companies, including MCRL AG, Pironet AG and SA2 Retail AG. GK Software provides a future-proof foundation to support retailers’ customer engagement strategies.

Thank you so much for joining us! Can you tell us a story about what brought you to this specific career path?

My first job, after having worked with computers already for 12 years, was with a large furniture retailer. Although I was hired as a programmer, I had to work in every department for three months: sales, accounting, marketing, the distribution center, etc. Having to do many processes triggered my passion to optimize retail with technology.

Can you share the most interesting story that happened to you since you started your career?

In 2003, I was part of the Metro Group future store initiative. This was essentially the first future store in retail. Within three years, we saw more than 200,000 visitors from around the world. My company provided the software to integrate the store’s features, such as computers mounted on the shopping carts (which is now essentially what Amazon is doing), kiosks with projectors that would show an item’s specific location on the aisle, and RFID. Essentially, my career here showed me what the future of retail can really be, and how it’s all centered around a customer’s experience.

Funnily, Claudia Schiffer, a German model, attended the grand opening of the store, which aired on TV. However, something had gone wrong overnight and all the prices were displayed as $0. So, while they were in the store, I was in the data center fixing the touchpoints!

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson or takeaway you learned from that?

My mistake is not necessarily funny, but it taught me to be very careful with anything I do. When I began working in IT, I worked for a furniture chain, and they had about 50 large stores connected to the data center. I was working as an intern one Saturday, and no one else on my team was around — but Saturdays were often busy for us.

While I was printing out revenue reports, we received an error message on the mainframe computer. One store called and said the cash registers weren’t working. No one had told me what to do in this type of situation, so I grabbed a manual for the mainframe and found a command. Turns out the mainframe shut down communications with all stores, and it took two hours to come back online, resulting in a massive loss of sales.

Are you working on any new exciting projects now? How do you think that might help people?

As a result of COVID-19, we launched an app called GetMyGoods that enables simple grocery ordering and pickup while ensuring the protection of everyone involved. While many retailers without buy online, pick-up in store (BOPIS) services would have to work for months to integrate these services with their existing technology, our app is designed to provide retailers a way to instantly deploy. That way, retailers are able to focus on ensuring their customers can safely get the products they need.

GetMyGooods is built on the idea that consumer behavior is changing because of the COVID-19 pandemic, and the adoption of contactless retail will accelerate as retailers and shoppers limit exposure to potential carriers.

Which tips would you recommend to your colleagues in your industry to help them to thrive and not “burn out”?

This is true for any job, not just the industry: if you get up in the morning and want to go to work, that means you’re passionate about it. Even though you might be stressed, it’s positive stress. When you wake up and don’t want to go to work because you’re not enthusiastic or it feels like a burden, then you should reconsider your job and seek change.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?

Rainer Gläß, our global CEO, is always asking for things that are impossible. As a leader, he doesn’t accept no for an answer, and when “no” doesn’t exist in someone’s vocabulary, that is when impossible things do happen.

How have you used your success to bring goodness to the world?

This goes back to the GetMyGooods app. When it comes to the health and safety of employees and shoppers, we don’t want retailers to spend time, energy and money working to enact the safest practices — they should be able to have them instantaneously.

Ok super. Now let’s jump to the main question of our interview. Can you share 5 examples of how retail companies will be adjusting over the next five years to the new ways that consumers like to shop?

Successful retailers are understanding the importance of being able to do retail anywhere, at any point in time. A few examples of this look like:

  • Eliminating the distinction between purely ecommerce and purely brick and mortar retail. Successful retailers of the future will combine the benefits of both.
  • Adopting more mobile retail capabilities, as it provides the ability to interact with consumers from anywhere in any situation. For example, shoppers can preorder items from their kitchen or their car. Last year’s Black Friday online sales reached $7.4 billion, the second largest online shopping day ever behind 2018’s Cyber Monday, which demonstrates consumer’s demand on this channel.
  • Retailers will become much more mature regarding understanding the technology that’s required for their vertical, and for each type of sale. For example, it doesn’t make sense for grocers to have clienteling solutions that tell shoppers what’s so great about butter or milk. Grocers need solutions that focus on replenishment, convenience, speed and ease of delivery. For apparel retailers, they require technology that supports the social and experiential event that is shopping.
  • More retailers will utilize dark stores — or stores that are used solely as distribution centers. Brick and mortar retailers already have an advantage over Amazon as they have an existing distribution network — with “warehouses” close to consumers — their stores. Dark stores will allow retailers to oversee BOPIS, delivery and last mile processes with more efficiency. Whether completely dark, or utilizing stores as a showroom, physical retailers can meet instant gratification demand of consumers.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

Grocery stores are the source of 10 percent of U.S. food waste, throwing away 43 billion pounds of food every year. What’s worse is that according to The Food Trust, 50 percent of produce is thrown out while still edible, a shocking statistic considering that 23.5 million Americans lack access to fresh produce.

My dream movement would be a program or company that provides a way for retailers to donate produce that’s nearing its expiration date — instead of throwing it away in the dumpster. There’s obviously a huge disconnect here, and food that is still edible — but don’t necessarily meet a company’s standard — should be available for those who need it most.

How can our readers follow you on social media?

You can find me on LinkedIn under Michael Jaszczyk.

This was very inspiring. Thank you so much for joining us!


The Future of Retail Over The Next Five Years, With Michael Jaszczyk of GK Software USA was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

David Wallace of Greenphire: 5 Things You Need To Know To Successfully Manage a Remote Team

Communicating, communicating, communicating: Just when you think you’re not communicating enough, communicate more. You might think what you’re doing is great, but is it effective? I don’t always know if people read my weekly blogs to my team, but when I announced the promotion of one of my managers, she got more than 120 reactions on Slack. Even if you’re not getting responses directly, people are reading and want to hear from you.

As a part of our series about the five things you need to successfully manage a remote team, I had the pleasure of interviewing David Wallace.

As Chief Technology Officer, David leads the development of Greenphire’s innovative technology solutions that automate the payment life cycle the clinical trial industry, ensuring the infrastructure is secure, scalable and reliable. Leveraging a proven agile methodology, David and his team constantly refine and develop Greenphire’s solutions to support client needs. Additionally, he works closely with the product team to plan and execute the product roadmap strategy, anticipating “what’s next” and how to develop the right solutions to maintain the company’s strategic advantage.

With over twenty years of experience, David has an extremely valuable combination of technology strategy, architecture design, integration, and product development in the SaaS industry.

Previously, David was Senior Director of Information Technology at iPipeline, a leading SaaS provider used by the nation’s top life insurance companies, where he was responsible for global infrastructure, system and application security. Prior to that, David was Director of Information Systems at Procurian, where he managed networking and data center operations and lead the development of the company’s procurement infrastructure to support a Fortune 500 client base.

Born in Ireland, David holds a Bachelor of Science degree in Business Administration from Delaware Valley College. In his spare time, David enjoys adventure racing (that was pre-kids), and overall being active and engaged with his children

Thank you so much for doing this with us! Before we dig in, our readers would love to get to know you a bit better. What is your “backstory”?

I’ve been at Greenphire for eight years, from its infancy to where we are today with over 200 people. I have over 20 years in the technology industry, spanning strategy, application development, operations and more. I’ve worked in industries such as insurance, payment systems and healthcare — and at Greenphire, we are right where the intersection of where fintech and healthcare meet.

Personally, I spend a lot of time with my family and have two small children. I grew up in Ireland until I was in my early teens and still have a lot of family there, and I love to travel and do new experiences. I want to share those experiences with my children, just like my parents did for me. Expose them to as much as possible, and let those sponges of brains and personality absorb it all.

Can you share the most interesting story that happened to you since you started your career?

Well, this may both the most interesting and embarrassing! Several years ago, I was travelling for work and en route to Greenphire’s biggest client meeting ever, and forgot to check my bag. I had to wear my comfortable train clothes to this important meeting — just casual jeans instead of a suit. Thankfully we got the deal and my outfit didn’t matter anyway! (Sometimes its good to be an IT guy)

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

One of my first jobs was as a developer and my initial project was working implementing direct deposit in the in-house payroll system — new and innovative at the time. I was responsible for calculating the 401K contributions for the company’s executives, and made a huge mistake in their calculation. Thankfully, my manager helped smooth out the situation, but it was uncomfortable at the time. I learned to take responsibility for my actions and to own up to my mistakes, but also to put checks in place to lessen the chances for manual error.

What advice would you give to other CEOs or founders to help their employees to thrive and avoid burnout?

I’ve found that when you don’t have the right personal outlets, life can get out of balance. I personally love being active and any sports (basketball, tennis, occasional run), but admittedly I don’t get to do those things as much as I’d like with work and having small children. However, hobbies don’t necessarily need to be all exercise — it’s whatever makes you smile and decompress. One thing that I love is taking my seven-year-old daughter to gymnastics class (well, pre-COVID19). Spending time with her in the car, watching her tumble and listening to her excitedly talk about the class on her way home is special to me.

In recent months, I’ve joined the legions of DIY-ers and have spent time working with my hands — finishing the basement, building a garden. I enjoy working with my hands and don’t usually have time do so under normal circumstances. I learned that from my father and from a job I had through college, where I drove a truck and helped a furniture store re-finish furniture — a general building of knowledge of how to work with my hands.

I suggest to my teams and other executives to find time to what makes you happy. After all, only you can look after you — no one else can do it. It’s something important you need to figure out and work towards balancing. If you reach a tipping point, you’re likely to get frustrated, blame your company (or others around you). Remember — it’s not the company. Balance starts with you. Find what works to help bring both personal and professional satisfaction to your life.

Ok, let’s jump to the core of our interview. Some companies have many years of experience with managing a remote team. Others have just started this, due to the COVID-19 pandemic. Can you tell us how many years of experience you have managing remote teams?

Just one! Typically I’ve worked face-to-face with my teams and colleagues. Even though I’ve spent my career in IT, I haven’t done much offshoring or remote work, and enjoy the comradery of being in an office. It’s been an adjustment, but I’ve been pleased with how well our IT and engineering team has remained connected and productive.

Some of the things I’ve done differently include:

Weekly blogs — these are internal updates to the IT and Engineering team that highlight our team’s wins, company news and some personal stories. I’ve shared conversations as personal as my love and care for my mom.

Lunches — I’m dedicated to having lunch with different teams, to hear what they’re up to and just socialize. It’s been a lot of fun.

Office hours — I’ve also dedicated hours for when individuals can come to me with questions, suggestions, problems and more. It lets employees know that I’m available to them and prevents my calendar from getting overrun with meetings.

Breakfasts with the offshore team — We have a small team in Vietnam. Given that they’re on the other side of the world, I want to make sure that we’re doing everything possible to make sure we’re in constant communication and in the loop with our team in the US.

Managing a team remotely can be very different than managing a team that is in front of you. Can you articulate for our readers what the five main challenges are regarding managing a remote team? Can you give a story or example for each?

Managing a team remotely certainly requires a shift. Rather than just highlighting the challenges, I’ve listed out some challenges and solutions to managing in this environment:

  1. Lack of transparency: Since you don’t see people face to face, it’s more difficult to know when people are working or how busy they are.
  2. Having confidence in your team: One way to confront the lack of transparency is through trust. When you have confidence in your team and managers, it gives them the opportunity to demonstrate leadership and professionalism to deliver on key projects. We look at metrics all the time, and We validate that we haven’t lost SDLC effectiveness by looking at metrics, building ownership and pride amongst our IT department.
  3. Understanding where their challenges are: Right now, employees working from home have challenges, many of them. Whether just feeling stir crazy, having a bad at-home work set up or having little children interrupting their work day, there are many distractions that can frustrate employees. I feel it myself. Recently I spent lots of time cleaning my garage top to bottom. All it took was my two kids playing with Styrofoam for a few minutes to turn it upside down again. I had to remind myself that they were just playing. Their world is upside down right now too.
  4. Creating that facetime with employees: Since we’re apart, it’s essential that you get comfortable with your webcam. You want to see each other, read your colleague’s body language, even during remote meetings.
  5. Communicating, communicating, communicating: Just when you think you’re not communicating enough, communicate more. You might think what you’re doing is great, but is it effective? I don’t always know if people read my weekly blogs to my team, but when I announced the promotion of one of my managers, she got more than 120 reactions on Slack. Even if you’re not getting responses directly, people are reading and want to hear from you.

Based on your experience, what can one do to address or redress each of those challenges?

To address the lack of togetherness that we all face right now, I can’t stress the importance of communication and encouraging facetime with your colleagues and teammates.

Some additional things we can do to overcome challenges are:

  • Flexibility: People working from home may have personal responsibilities to tend to. For example, we have several folks on our team who have shifted their schedules so they can alternate taking care of children with their spouse.
  • Empowering Managers: I lean a lot on my team’s managers right now, so it’s not just my leadership that’s important — but theirs as well. I make sure that they’re talking to employees regularly about projects and about their personal health also. First time managers are taking on a lot right now, learning to be managers, in a 100% remote workplace. They need our support and guidance
  • Taking time off: It may seem silly to take a day off (especially if you’re not going away on vacation), but taking time to decompress is essential right now to avoid physical and mental fatigue.

In my experience, one of the trickiest parts of managing a remote team is giving honest feedback, in a way that doesn’t come across as too harsh. If someone is in front of you much of the nuance can be picked up in facial expressions and body language. But not when someone is remote. Can you give a few suggestions about how to best give constructive criticism to a remote employee?

I’ve had several instances of giving constructive feedback while working remotely. There are a few no brainers — ensuring that you’re face to face as we’ve already covered, and when live, being careful of your body language. It’s essential to make sure that your facial expressions and posture don’t give the wrong impression — especially in a group meeting.

However, remote or not remote, lead with the heart first. You don’t know what individuals may have going on personally, so I start by asking if there’s anything the individual wants to tell you about. He or she may have a scenario at home that may be weighing on them, and impacting their performance. Without asking about their personal well-being, you may lose credibility and damage the relationship.

Can you specifically address how to give constructive feedback over email? How do you prevent the email from sounding too critical or harsh?

In my opinion, email is just factual and really shouldn’t be used for giving constructive feedback. People may misconstrue being direct for being critical, but in my case, an effective email should tee up either an action or a conversation. Always start cordially, and include what you need as well the “why” you need it (will it help with a client interaction? Will it improve internal efficiency?). Provide a due date and ask if there are any reasons why it might not be able to be completed on time.

By providing all the details and facts, you help the individual know exactly what’s needed to be successful.

Can you share any suggestions for teams who are used to working together on location but are forced to work remotely due to the pandemic. Are there potential obstacles one should avoid with a team that is just getting used to working remotely?

As I mentioned earlier, our team was used to working on location together prior to being forced to work remotely due to the pandemic. In addition to communicating more frequently and face to face, here’s another tip for leading employees through a new way of working.

Be sure to watch team dynamics, especially in group meetings. You want to make sure that those who are introverted don’t just fall to the background and get overlooked by extroverts in conversations. Make sure you engage everyone and ask others for their contributions who may not be as vocal.

What do you suggest can be done to create a healthy and empowering work culture with a team that is remote and not physically together?

When our IT department is in the office, we have a lot of fun. We’re 70 people strong and do a lot of group activities such as a chili cook off, volunteer projects and more.

Now that we’re remote, it’s even more important to make sure that people are healthy and that we’re providing an empowering work culture.

We talk about personal happenings a lot — even I do as the head of the department. We all have the same problems — family, house, finding time to decompress.

Greenphire has been planning a lot of fun virtual activities that we as a team participate in, including Quizzo happy hours, talent shows and online workouts.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

The obvious answer right now would be to wear a mask! If I could trigger everyone to wear a mask, I would.

But, I’d also encourage everyone to remember that everyone has a story and we’re all going through a stressful time. On my team, I have two colleagues whose significant others are seven months pregnant. It is stressful to consider having a baby right now with so much going on in the world.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

My father (and really my entire family) has had a tremendous influence on my life. Growing up in Ireland, he learned the value of hard work and my parents passed that along to us. In fact, the lesson I learned most from him is that no one will outwork me. Other people in a room may be smarter, but if you stand by your principles and remain inquisitive, you will succeed. Whether it was when I was just getting started or today, I advise others to “manage up;” share what you can do for them and the organization instead of why you deserve something of something. If you put forth the effort, hard work and dedication, you’ll go far in life. Opportunities may come along, but success is based on you!

Thank you for these great insights!


David Wallace of Greenphire: 5 Things You Need To Know To Successfully Manage a Remote Team was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Author Dr. Gail Saltz: 5 Things We Can Each Do Help Solve The Loneliness Epidemic

— Just ask. People who feel lonely, also often feel insecure and afraid to ask you to get together, to talk, to listen, to connect…even by phone. Ask them first. They need that boost that you would want to, it can help them feel secure enough to keep connecting.

As a part of my interview series about the ‘5 Things We Can Each Do Help Solve The Loneliness Epidemic’ I had the pleasure to interview Dr. Gail Saltz. Dr. Saltz is a Clinical Associate Professor of Psychiatry with The New York Presbyterian Hospital and psychoanalyst at The New York Psychoanalytic Institute, best known for her work as a relationship, family, emotional wellbeing, and mental health/wellness contributor in the media where she frequently shares her expertise and commentary on the mental health aspects of current issues and news. She is a bestselling author of numerous books including her most recent, The Power of Different: The Link Between Disorder and Genius, a powerful and inspiring examination of the connection between the potential for great talent and conditions commonly thought to be “disabilities.” Dr. Saltz is the host of the 92Y regular, live Psychobiography series, and serves as a Medical Expert for the Physicians for Human Rights. She is also a columnist for US News & World Report and the host of the “Personology” podcast from iHeart Media.

Thank you so much for doing this with us! Our readers would love to “get to know you” a bit better. Can you share your “backstory” with us? What was it that led you to your eventual career choice?

While doing a residency in internal medicine, I realized that patients’ mental health status had a critical impact on their physical health and wellbeing — more than anything else. I became fascinated with the mind and decided to switch into psychiatry. This decision was met with mixed reactions from colleagues in internal medicine as they thought it was so stigmatized. Throughout my training, I noticed this stigma surrounding mental health was ultimately what kept people from getting the help they desperately needed. This further ignited my passion to help diminish this stigma and educate others through writing and interviews with media.

Can you share the most interesting story that happened to you since you started your career?

In June of 2001, I got a call at 6:30 a.m. letting me know that a woman in Texas had drowned all of her children and was asked if I could quickly come on The Today Show — where I had never appeared — to explain issues related to a new mother and infanticide. I explained how common postpartum depression actually is, how one can develop postpartum psychosis, and that up to one year after giving birth, these illnesses can occur. These issues were rarely, if ever, being discussed in a public forum at that time, and as a result women rarely knew this could happen and how to get help. I got a deluge of response from women struggling with post-partum depression, or who had in the past. It altered my view of the importance of public education in mental health and the need to diminish stigma. Ultimately, it changed my career direction towards public education. As an addendum, Andrea Yates was wrongly tried and convicted to prison. It took several years for the conviction to be changed due to the late understanding of post-partum psychosis and her being placed in a psychiatric hospital setting.

Can you share a story about the most humorous mistake you made when you were first starting? Can you tell us what lesson or takeaway you learned from that?

In the earliest days of doing television, I felt somewhat insecure in the fact that my hair was very curly, and no one on TV in those years was ever seen with curly hair. I was constantly being told that I must wear my hair straight. You might think as a doctor, and a psychiatrist no less, I wouldn’t let other people tell me how I had to look. But sadly, insecurity can undermine even mental health professionals. I let stylists straight iron my hair at studios to appease. The humorous part is that my hair is so coarse that sometimes I literally looked like I had a lion’s mane…and people even emailed that to me! One day, I had stepped out of the shower with wet hair and got a call that I needed to be on air in 40 minutes….with 20 minutes of travel. I knew there was absolutely no way to dry and straighten my hair. I told them, “You’ll have to take me curly, or not at all!” I went on-air with my curly hair and felt such relief at looking like myself! I never straightened my hair again. I learned that authenticity matters more than compliance to some artificial standard, knowledge does matter more than outward appearances, confidence comes from being true to yourself, and hours spent changing your appearance for somebody else are hours wasted.

Are you working on any exciting new projects now? How do you think that will help people?

Yes! I am working on season 2 of my iHeart Media Podcast PERSONOLOGY. These are psychobiographies of important people in history and what made them tick. Being able to see that even the most successful people in history had psychological issues is very enlightening to people. I am also working on a brand new podcast that I will be hosting for iHeart Media with Seneca Women, a women’s leadership organization, that will answer women’s questions regarding all types of psychological and relationship issues to better their lives. This podcast will provide mental health information and help to people who don’t really have access to a mental health professional themselves.

Can you share with our readers a bit why you are an authority about the topic of the Loneliness Epidemic?

Loneliness is a psychological state, not necessarily based on exactly how many people you interact with. Loneliness also correlates with depression and with anxiety. Taken together, mental health professionals are often who “treats loneliness”. As a psychiatrist, it is my job to understand the roots of, causes of, individual nature of and how to help people with loneliness.

Ok, thank you for that. Let’s now jump to the main focus of our interview. According to this story in Forbes, loneliness is becoming an increasing health threat not just in the US , but across the world. Can you articulate for our readers 3 reasons why being lonely and isolated can harm one’s health?

  1. Loneliness often leads to depression. Major Depression has many health consequences including cardiovascular, brain and impact on quality of life. It also has a 15% mortality rate due to suicide.
  2. Loneliness often leads to high anxiety. Anxiety disorders also have health implications and impede one’s ability to function day-to-day.
  3. Social isolation can cause cognitive decline, due to lack of mental stimulation of taking in social information and responding spontaneously to the interactions.

On a broader societal level, in which way is loneliness harming our communities and society?

Loneliness is growing in all age groups, and especially young adults. Given its mental health and physical health implications, it will add significantly to overall poor health and need for more healthcare. It may also contribute to rising suicide rates through deaths of despair, deaths from substance overdose, and suicide.

The irony of having a loneliness epidemic is glaring. We are living in a time where more people are connected to each other than ever before in history. Our technology has the power to connect billions of people in one network, in a way that was never possible. Yet despite this, so many people are lonely. Why is this? Can you share 3 of the main reasons why we are facing a loneliness epidemic today? Please give a story or an example for each.

Loneliness is not based on the number of people one is connected to, it’s based on the depth of connection to a few. It is the feeling of being devoid of people you can really trust, really feel deeply intimate with and connected to. That is why the surprising age group with growing loneliness is late teens and young adults. This group is especially connected via social media. However, social media does not provide depth of relationship. It does not provide the feeling that another is intimately connected to you or that you can share anything with them, be accepted, be cared for. Nothing feels lonelier than feeling alone while you’re with other people. Having tons of the equivalent of Facebook friends, means a lot of time spent keeping that up, but not time spent building close quality relationships. The result is many in this age group feeling lonely.

Families are spreading out. People easily move for jobs, etc. and the idea that you would stay close to home when you move out is disappearing. This means that the close intimate family bonds you have may get stretched and diminish, which can also lead to loneliness.

Marriage is decreasing. For a host of social, financial, cultural reasons, the rate of marriage is going down. Partnership often provides the intimate close relationship that staves off loneliness.

Ok. it is not enough to talk about problems without offering possible solutions. In your experience, what are the 5 things each of us can do to help solve the Loneliness Epidemic. Please give a story or an example for each.

— Hone your empathy. Most people are fairly consumed with their own point of view and their own struggles. Standing in other people’s shoes emotionally would help everyone in the sense that there would be motivation to connect with them and understand their point of view. This is what grows relationships of meaning.

— Just ask. People who feel lonely, also often feel insecure and afraid to ask you to get together, to talk, to listen, to connect…even by phone. Ask them first. They need that boost that you would want to, it can help them feel secure enough to keep connecting.

— Spend less time on social media and more time in person. Right now it might need to be in masks and socially distanced, but in-person interactions build and maintain relationships. Social media does not.

— Be willing to listen. Part of feeling connected to others is listening. Listening makes the other person feel truly understood. Offer yourself up as a good listener to others that you notice might be feeling lonely. This would go a long way. Some places are creating “listening benches” where someone waits for anyone who might want to drop in to have a conversation and be heard. This is a great idea and actually has been found to be effective in helping people with depression.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I’ve been “working on a movement” for quite a number of years now, to obliterate all stigma related to mental health issues. Close to half of all Americans in their lifetime will struggle with a mental health issue, and yet the number one reason they won’t get treatment is still stigma. It’s why I wrote my latest book “The Power of Different”. It’s a topic I speak frequently on. Stigma still exists in many parts of the country, in certain professional groups like even health care workers (!), in certain minority communities, etc.

We are blessed that some of the biggest names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why? He or she might just see this if we tag them 🙂

Michele Obama! She exemplifies a smart, creative, strong female leader. She understands and speaks about how important relationships are in life. In fact, she’s starting a podcast about just that topic! That’s something we have in common and I would love the chance to speak with her about the state of mental health care in this country and the value of close relationships.

How can our readers follow you on social media?

Facebook: @GailSaltz

Twitter: @DrGailSaltz


Author Dr. Gail Saltz: 5 Things We Can Each Do Help Solve The Loneliness Epidemic was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

Big Ideas That Might Change The World: “Imagine a delivery business that delivers to 500 locations…

Big Ideas That Might Change The World: “Imagine a delivery business that delivers to 500 locations every day with a fleet of 10 vehicles” With Marc Kuo of Routific

The fact that most businesses are still manually planning routes is a big problem for the environment. Third- party environmental consultants estimated carbon emission reductions equivalent to planting 86 trees/year for every driver that switches over from manually planned routes to ones optimized by Routific.

This isn’t just a big idea that might change the world. It is already changing the world. In 2019 alone, Routific helped delivery businesses around the world save 11,322 tons of greenhouse gas emissions, the equivalent of planting more than 500,000 trees.

But there’s still a lot more work to be done.

I had the pleasure of interviewing Marc Kuo the Founder and CEO of Routific. An expert on advanced route optimization algorithms, he brings more than a decade of experience in the field of logistics. Previously, Marc was a founding team member at Axiom Zen, an algorithmic trader for UBS Bank in Hong Kong, and a consultant at Cap Gemini in the Netherlands. He graduated cum laude with a master’s degree in operations research from Erasmus University, where he majored in computer science, machine learning, and artificial intelligence.

Thank you so much for doing this with us! Before we dig in, our readers would like to get to know you a bit. Can you please tell us a story about what brought you to this specific career path?

I remember sitting at my desk on the 51st floor of Hong Kong’s tallest skyscraper, eyes darting back and forth between the seven computer monitors before me. I was using algorithms to move millions of dollars on the stock exchange. I had landed a banking job fresh out of grad school, and in many ways, it seemed like a dream job — for about two whole months.

Everything seemed so glamorous at first. I wore a suit to work, the office tower was beautiful, and the money was good, — but pretty quickly, I began to feel empty and unfulfilled. I looked out the window, down at the great city below, where hundreds of cars were zooming through intersections, over bridges, and into tunnels, and thought: “What if I could use algorithms to move vehicles in a more efficient way? What if those algorithms could lead to less road congestion, less fuel wasted, and more blue skies for Hong Kong and other great cities around the world?”

I quit my job at the investment bank pretty soon after that, and took out my old graduate thesis on advanced route optimization algorithms. While I was proud of my academic work, what use was it sitting in the university library?

For the next two years, I worked on rewriting the algorithm and turning it into an easy-to-use route optimization platform for delivery businesses. I wanted to bring the algorithm to life, to see it applied to the real world, and have it make a positive impact.

Fast forward to the year 2020, and we’ve really come a long way. Our company has grown to include a team of incredibly smart and passionate people — software engineers, data scientists, designers, marketers, customer success experts, business leaders — who are committed to helping the 1,000+ delivery companies on our platform work as efficiently as possible.

Though we’ve grown and changed through the years, we are still on the same mission: to make route optimization technology accessible to every local delivery business, and to help such businesses reduce their fuel consumption and lower their carbon footprint.

Can you please share with us the most interesting story that happened to you since you began your career?

Startup life throws you a lot of curveballs, and I could probably share some exciting investor-related stories or talk about going through Techstars in Chicago — an experience of a lifetime, for sure! But I think I’ll make this one a little personal:

I made the mistake of actually quitting my job two weeks before my wedding. It put my wife, Suzanne, under a lot of stress at the time. She was a news journalist and had recently quit her job to work on a book. So, for a period of time, both of us were without income. Not an ideal situation when you’re newlyweds trying to start a life together in an expensive city.

A few years later, Suzanne ended up joining me as co-founder, so it actually all worked out in the end. In fact, I went through several co-founders before Suzanne, and having her join me was one of the best decisions I ever made. The best partnerships are built on a foundation of trust and shared principles. I couldn’t have asked for a better partner in life and in business.

Which principles or philosophies have guided your life? Your career?

1.) Stay intellectually honest and transparent.

If you don’t know something, admit it. Don’t let pride get in the way. Stay humble and honest with yourself and the people around you. This is key to building trust, and keeping lines of communication open to those around you. Radical transparency is one of our core values at Routific. We believe oversharing information and exposing our thinking processes empowers people to make better decisions. We strive to create a psychologically safe environment where everyone can share their thoughts and feelings, and also admit and expose their mistakes. This gives us all great opportunities to grow and learn.

2.) Be generous and ‘Give First’

Generosity has always been a pillar in my life, but it wasn’t until we went through Techstars in 2015 when the ‘Give First’ mentality became a permanent part of the way we do business and interact with one another. The Techstars program put us in touch with a network of mentors who were all willing to volunteer their time to coach us through problems and help us build and scale our business. Having that kind of genuine support fueling us through those early days really inspired us to do the same for early stage startups, businesses, and entrepreneurs who later came to us seeking advice or counsel. We want to be able to give back to the community just as those mentors did for us. One of the things we’ve been able to do during this pandemic has been to offer Routific for free to any nonprofit organization involved with delivering essential supplies to vulnerable populations. To date, we’ve helped 400+ nonprofits around the world. With all the blessings we’ve had come our way, it’s really the least we could do.

3.) What would your 70-year-old self think?

This last one isn’t so much a principle or philosophy, but a question I often ask myself when making hard decisions. It makes me revisit my principles, and I tend to think about my legacy, and how I want to be remembered. It’s a very useful thought exercise that helps give me perspective on a problem, and eventually leads me to making the right decision.

Ok thank you for that. Let’s now move to the main focus of our interview. Can you tell us about your “Big Idea That Might Change The World”?

Imagine a delivery business that delivers to 500 locations every day with a fleet of 10 vehicles. The puzzle of deciding which vehicle goes where and in what order, while making sure the fleet operates as efficiently as possible, is extremely hard. And humans are not very good at it.

Many businesses report spending upwards of three hours trying to manually figure out their delivery routes. In fact, Routific surveyed 11,246 businesses and found that 72% still plan routes manually. That means they plan routes using tools like spreadsheets, pen and paper, and Google Maps. Businesses dependent on manual route planning struggle with the consequences of inefficient routes — hours of manual route planning time and inflated delivery costs.

This is where route optimization software can help. Aside from saving the manual route planner a lot of time, we also cut mileage and drive time by 20%-40% by generating more efficient routes than humans can ever find.

How do you think this will change the world?

The fact that most businesses are still manually planning routes is a big problem for the environment. Third- party environmental consultants estimated carbon emission reductions equivalent to planting 86 trees/year for every driver that switches over from manually planned routes to ones optimized by Routific.

This isn’t just a big idea that might change the world. It is already changing the world. In 2019 alone, Routific helped delivery businesses around the world save 11,322 tons of greenhouse gas emissions, the equivalent of planting more than 500,000 trees.

But there’s still a lot more work to be done.

The biggest challenge is changing bad habits. People are stuck in their old ways and it’s our job not only to build this technology and make it available to them, but to educate businesses that such technology exists in the first place.

Keeping “Black Mirror” and the “Law of Unintended Consequences” in mind, can you see any potential drawbacks about this idea that people should think more deeply about?

People always fear that technology and automation can eliminate jobs. In our case, route optimization technology actually enables a logistics manager or a route planner to do his or her job better. What our technology eliminates is the inefficient, manual processes of route planning.

True story: My co-founder, Suzanne, once told a route planner: “You are Tony Stark, and Routific is your Iron Man suit.”

Was there a “tipping point” that led you to this idea? Can you tell us that story?

Sure, I’d be happy to dive deeper into what was so soul-sucking about my time at the investment bank and why I believe that life is too short to be stuck doing something you’re not absolutely in love with.

Being an equity trader at an investment bank may look and sound prestigious and glamorous, but sometimes appearances are very different from reality. In my experience, banks can have a very stifling culture where creativity and new ideas to improve existing processes are blocked by layers of bureaucracy and internal politics. If you’re skipping your lunch break or staying in the office until late in the evening just to impress your superiors, something is seriously wrong with your idea of workplace productivity and culture.

When I started Routific, I vowed to do everything within my power to avoid having that kind of culture. We’re building a company where people are constantly encouraged to be creative and to come up with new ideas; a place where they can always be honest, happy, and productive. A place where people grow into the best versions of themselves.

These kinds of workplaces exist and I challenge you to go out there and find them. Better yet — you can create such a workplace yourself as an entrepreneur.

What do you need to lead this idea to widespread adoption?

A pandemic. When COVID-19 hit, we saw an unprecedented surge in demand for home delivery services. Adoption of eCommerce and home delivery was already on the rise; the pandemic simply accelerated it by a number of years. COVID-19 forced many businesses to pivot quickly to offer home delivery or risk going out of business.

Since March 2020, our team has been working with hundreds of small businesses worldwide, helping them start up and scale up their home delivery operations. It’s been incredibly rewarding to see these entrepreneurs succeed during the toughest of times by being creative, flexible, and fast on their feet.

What are your “5 Things I Wish Someone Told Me Before I Started” and why. (Please share a story or example for each.)

This is not so much of ‘5 Things I Wish Someone Told Me Before I Started’ but more like ‘5 Things I Learned Early On In My Career’:

1.) Sleep well.

Once in a while, you might need to pull a late-nighter. But if you do it too often, it will lead to an unhealthy and unsustainable lifestyle. If you are well rested, you can think more clearly and be more productive. Focus on long-term productivity.

2.) Listen to your customers.

It’s easy to get lost in the code and in your copy when you’re building your business. Make sure you’re having as many conversations as you can with your users and potential customers. That’s the only way your product is going to get better, and the only way your business is going to grow.

3.) Ship quickly and often.

Don’t get complacent. Ever. You need to keep iterating and improving your product. If you don’t do it, someone else will. Competition is fierce, and you have to do everything to maintain your lead. Speed is your friend, and time is your enemy.

4.) Don’t celebrate until the money is in the bank.

In the early days, I was a little gullible. Companies approached us with partnership and reseller opportunities, and I believed they would honor the agreement — until the unpaid invoices started piling up. You always want to give people the benefit of the doubt, but I’ve learned not to celebrate a deal until I see the money in the bank. Same when you’re fundraising.

5.) Invest in culture

Even before a skills test or any other kind of assessment, we always meet a candidate for a casual coffee to align on core values. We call it a sort of informal ‘culture screen.’ Skills can be developed, and people can be trained. But core values are non-negotiable. From the early days, we’ve always prioritized building a strong team culture based on the core values of transparency, team work, and professional growth. I’m really glad we took the time to build that culture from the ground up with the earliest Routific team members.

Can you share with our readers what you think are the most important “success habits” or “success mindsets”?

Stay positive. Founders are naturally optimistic people, and it’s important to stay this way because otherwise you’ll give up before you’ve even begun. Starting a business is full of new and exciting challenges. Some of them will hit you square in the jaw, knife you in the back, or slap you clear across your face. And every day, you’ll have to dust yourself off and get back in the saddle. Understandably, we’re all human beings with real emotions, and we’re not impervious to setbacks and rainy days. But the one thing that has kept me going is to take everything as a learning experience, as a way for me to “level up” both professionally and personally.

I would also highly recommend this book — The Art of Worldy Wisdom — which has really guided me through life’s ups and downs.

Some very well known VCs read this column. If you had 60 seconds to make a pitch to a VC, what would you say? He or she might just see this if we tag them 🙂

I’ve made it my personal purpose to use technology to make a positive impact on the environment. Routific’s mission is to make route optimization accessible to every last-mile fleet. Our algorithms reduce fuel consumption by 40% compared to manual route planners. We know that 72% of SMB delivery companies still plan routes manually, which demonstrates how vast this market truly is. I envision a future where all fleets are using route optimization software. This is a greener, more sustainable future for us all.

How can our readers follow you on social media?

Marc Kuo is a routing expert with nearly a decade of experience in last-mile logistics. He wrote his thesis on advanced vehicle routing algorithms and he is the Founder & CEO of Routific.


Big Ideas That Might Change The World: “Imagine a delivery business that delivers to 500 locations… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

The Future Is Now: “Make money if you are outbid” With Cryptograph Co-Founder Hugo McDonaugh

I think that the Cryptograph platform and the auction and trading system we have developed could become the future system on which all licenses, rights and other unpriceable/unique assets that exist today are sold and traded through. It could for example have huge implications for creators today who could use the system to self publish their work and earn more from it over the long term by by-passing many of the rent seeking distribution oligopolies that exist today.

I had the pleasure of interviewing Hugo McDonaugh. After graduating from Warwick University back in 2013, he went on to work in wealth management at the C. Hoare & Co. private bank in London. After a year of working there he decided to pursue a masters at ICBS, which is where he met fellow Cryptograph co-founders, Edouard and Guillaume. Hugo is a big believer in the idea of sustainable philanthropy and he is the Director for an Education technology and consultancy business that works between the UK and China.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

I studied Ancient History and classical Archaeology at Warwick University before then going into private banking and wealth management immediately after graduating. After a year in banking which I felt fairly disillusioned by, in 2015 I then went on to do a masters at Imperial College Business School in Innovation Entrepreneurship and Management which is where I met Co-founder Edouard Bessire. The two of us then decided to start a tech business in the real estate sector together but we needed a third co-founder who could provide all the tech expertise so we got one of Edouard’s old computer engineer friends from the National Polytechnic Institute of Toulouse called Guillaume Gonnaud to become our third co-founder and the three of us went on to found a couple of businesses in the real estate technology sector and have been working together ever since. After 3 years of trying to start various ventures in real estate technology here in the UK we started seeing very interesting developments beginning to occur in the Blockchain space particularly within the NFT/Digital collectibles market. I myself having been very familiar with blockchain predominantly Ethereum from its very early days l was very interested in what we could do in this space. So the three of us met up together with my older brother George McDonaugh (CEO of KR1 — a publicly listed blockchain technology investment company) to discuss potential ideas of what to do and create in the space. During this meeting between the four of us, at the Quo Vadis bar in Soho London, is where Cryptograph started, and the rest is history. I also have a background in the impact investment space as well having been a part of a couple of impact investment startups and impact investment deals in the past, which is why the concept of perpetual altruism and creating Cryptograph as a new way for people to engage in and do philanthropy was very appealing to me and my other co-founders.

Can you share the most interesting story that happened to you since you began your career?

Since founding Cryptograph tons of really interesting things have happened but for sure one of the most interesting things for me was meeting Vitalik Buterin at Devcon 5 in Japan and having him not only create a Cryptograph live in front of me. Also getting the chance to tell him about what we are doing and have a chat with him about it all. He is the creator of Ethereum after all.

Can you tell us about the “Bleeding edge” technological breakthroughs that you are working on? How do you think that will help people? -Our new auction system called the GBM auction system.

Built on top of the Ethereum using smart contracts and the Ether crypto currency. It’s a revolutionary new price discovery system that incentivizes people to bid i.e. you make money if you are outbid. This has applications for any market that needs price discovery for its assets and it will unlock more value & liquidity and discover the truer value of an asset.

-Our Renatus function a new built in safeguard that prevents our token from being burnt, i.e. you can’t ‘destroy’ a Cryptograph or stop it from carrying out its purpose of perpetually raising funds for its creator and charity.

-Our ERC-2665 Extension to the existing ERC-721 token standard. Which ensures that revenue is always created for our charity and creator partners even if you want to take your Cryptograph outside of our ecosystem and sell it on a different marketplace. This can be used by anyone else looking to create their own collectibles that they want to ensure will always perpetually generate revenue for its related parties.

How do you think this might change the world?

I think that the Cryptograph platform and the auction and trading system we have developed could become the future system on which all licenses, rights and other unpriceable/unique assets that exist today are sold and traded through. It could for example have huge implications for creators today who could use the system to self publish their work and earn more from it over the long term by by-passing many of the rent seeking distribution oligopolies that exist today.

Keeping “Black Mirror” in mind can you see any potential drawbacks about this technology that people should think more deeply about?

I mean there is always a flip side to any new technological development. But in the case of blockchain technology; on the one hand it can be used to empower the individual, create greater self sovereignty, give you back more control of your data, decentralized governance and power, create greater transparency etc, which I think is all really great. However,, if used as a way to assert more control and garner more power, then having an immutable record on say all of your citizens or for example having a blockchain based crypto currency that is fully centralized does the exact opposite to what is described above. So yeah, it really depends on how you implement the technology.

Was there a “tipping point” that led you to this breakthrough? Can you tell us that story?

I guess we had two tipping points. The first was during our meeting together at Quo Vadis (as described above) where the initial idea of taking peoples autographs and putting them on the Ethereum Blockchain is what sparked the whole Cryptograph journey and gave us the seed of the idea to enact the bigger vision that we have implemented today. The second was when Edouard, Guillaume and I were sitting in the basement of my house thinking about the cool new ways we could sell our Cryptographs using smart contracts and programmable money and it was then that we came up with the idea for our groundbreaking GBM auction and trading system.

What do you need to lead this technology to widespread adoption?

We need better and more seamless ways to onboard people into crypto. The complexity for someone to first understand crypto and digital scarcity is already a pretty big barrier, but even if they educate themselves or choose not to and just jump in, then actually getting hold of some crypto currency such as Ether using your Fiat currency is a really cumbersome process with a lot of friction in it, let alone transferring your crypto back into Fiat. Today we are used to just having to type in our card details, or use Paypal and until crypto becomes that intuitive for users we won’t get real widespread adoption. Wallet addresses, KYC, exchanges, Private keys etc these are not user friendly enough yet in my opinion. We also need blockchains to become more scalable and to be able to process transactions on the scale Visa does for less cost whilst also maintaining their decentralized and fully secure nature. This is a difficult process but many blockchains are already taking a crack at it, but until it’s all faster, cheaper and better (more decentralized and more secure) than what we have today I don’t think we will get widespread adoption.

What have you been doing to publicize this idea? Have you been using any innovative marketing strategies?

We have great partners out on the West Coast helping with all of our PR and marketing needs at the moment. But perhaps the best thing so far has been that most our creators who already have their very own established audiences and networks have been utilizing their networks to help promote their Cryptographs, which in turn helps us to spread the word and reach a more mainstream audience, which is a big part of what we want to do here at Cryptograph. We want to bridge this new world of blockchain based digital collectibility with the mainstream world of fans and collectors.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

I don’t really have a specific story per SE but 100% I’m extremely thankful for my co-founders Edouard, Guillaume and my older brother George, as without each one of them, Cryptograph would not be a reality. I’m also very grateful for our more recent two partners who have joined us from the West Coast in LA, Tommy Alastra and John Bryan who have also been instrumental in helping us make Cryptograph a reality.

How have you used your success to bring goodness to the world?

Well that is pretty much the entire idea behind our company Perpetual Altruism and our Cryptograph platform. The whole point is to use this cutting edge technology and new market opportunity to of course create a commercially viable business and deliver value to all of our stakeholders, but more importantly do that in tandem with delivering massive philanthropic impact and providing an entirely new way for people to engage in philanthropy and to give charities and nonprofits an entirely new way to more sustainably and passively raise funds over the long term so they can carry out their philanthropic missions more effectively.

What are your “5 Things I Wish Someone Told Me Before I Started” and why. (Please share a story or example for each.) -Don’t be afraid of failure

Starting something is all about taking risks and if you are too afraid of potential failure you will never create anything or you will spend so much time and resource trying to create something perfect that you will never actually be able to launch something. Knowing this and having a support structure in place of backers who believe in you and your vision and who understand the risks of potential failure is key to creating something new and of value.

-Learn to walk before you can run Jumping in straight at the deep end increases risk dramatically and there is a lot one can learn by swimming in the shallows for a while before going into the deep.

-Be prepared to handle long periods of uncertainty and shoulder lots of responsibility Nothing in the world of startups is certain it’s all a world of unknowns. So knowing in advance that you need to be comfortable with large amounts of uncertainty for prolonged periods of time and that you need to be highly adaptable and that you will have to shoulder lots of responsibility, is crucial in my opinion when it comes to founding a business.

-Learn to learn fast So many times since starting Cryptograph I have had to learn a new skill or get good at something new or understand new information and industries etc in a short period of time. As a startup founder in the early days of your business in just a single day you may have to be a manager, a marketeer, a salesperson, a customer service rep, a lawyer, a designer etc all at the same time. So learning how to learn fast and training yourself to become a sort of jack of all trades is key.

-Don’t be afraid to knock on doors Starting something is difficult but getting to people and then getting those people to listen or engage with what you are doing is even more difficult. Do not be afraid to reach out to people and knock on doors and be a bit pushy when starting out, as it’s the only way to really get the ball rolling!

Knowing all of the above and really understanding the above and believing in these pointers would have helped me dramatically before I started my entrepreneurial journey.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I would not say that I am a person of great influence, but I think the idea of combining the motive for profit with delivering social good is extremely powerful and they need not be mutually exclusive. You can make money and do good at the same time (Cryptograph is proof of this) and the more that we all try to do this and think like this the better it will be for us all. We should not just pursue profit for the sake of making a profit but rather we should pursue a profit with a purpose, which is to do some good.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life? ‘Without Risk There Is No Reward’

I’m not sure who it was who coined this phrase but it’s definitely been one of the most important lessons in my life. Without taking the risks I have done I would not have achieved anything…

Some very well known VCs read this column. If you had 60 seconds to make a pitch to a VC, what would you say? He or she might just see this if we tag them 🙂

All of the world’s unique assets will eventually be sold and traded either via our Cryptograph platform or through our associated auction and trading system. While doing this we will also be delivering huge social impact, giving people new ways to engage in philanthropy and also give creators a new way to monetize their talents and realize more value from the work over the long term. Would you like to be a part of this?…..

How can our readers follow you on social media?

My Twitter is: @hnmcdonaugh

Cryptograph’s Twitter is: @cryptograph Cryptograph’s Instagram is: cryptographco Cryptograph’s Medium is: https://medium.com/cryptograph Cryptograph’s Discord is: discord.gg/ZwNX5yY Website: www.cryptograph.co


The Future Is Now: “Make money if you are outbid” With Cryptograph Co-Founder Hugo McDonaugh was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.

The Future Is Now: “AI-powered computer vision” With Kunal Kislay of Integration Wizards Solutions

The range of possibilities ‘computer vision’ offers to enterprises is limitless. From retail, manufacturing, warehousing, safety and security it has incredibly diverse use cases for various verticals.

Beyond what is already known and identified, I believe we have potentially unlocked the capability of making sense of visual data that can be adopted by developers and enterprises alike.

As a part of our series about cutting edge technological breakthroughs, I had the pleasure of interviewing Kunal Kislay.

Kunal is a B.Tech IIT Mumbai alumnus with over a decade and half of experience in enterprise AI, Neural networks and Machine learning. Creating solutions for a vast array of verticals made him understand the pulse of technology and its changing paradigms. Integration Wizards Solutions owes its easy adoption of the most advanced technologies to him. Mentoring a team to tackle impossible challenges is integral to his nature, a trait he actually prides himself on. He led the creation of the flagship product — IRIS, an AI computer vision platform for enterprises. A smooth combination of fearless and fun, working with Kunal is an adrenaline rush for those passionate about technology.

Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?

I was the chief architect at Antenna Software and had successfully created an enterprise mobility platform that was used by some of the largest organizations in the world. Later, when Antenna Software got acquired by PegaSystems, I along with two of my colleagues decided to bootstrap our own company.

I was fascinated by the sheer volume of visual information being generated in the world. 90% of the data humans consume is visual. Considering just the absolute processing capability of the human brain, it would be apt to say that sense of sight is probably the most advanced of human senses.

As computer vision was not a craze as it is today, I was hoping to use my former experience into building an enterprise computer vision platform to help enterprises harness the true potential of the visual data they generate today (mostly through CCTV Cameras).

The technology proposition we had was very simple. CCTV Cameras today are the most underutilized infrastructure investment and used mostly for retrospective analytics. We were going to convert these passive devices into active analytical tools and provide a platform to do it in a scalable, seamless and secure manner.

Can you share the most interesting story that happened to you since you began your career?

Of the many exciting things in my career span so far, it has to be the fact that we signed up a global Fortune 500 on our technology with only a promise of a platform and a company. The organization was looking for something that we were intending to build. We got the opportunity to present our plans and ideas to them, through a common connection. Initially, I was not expecting much from the conversation but had participated just to get some early feedback.

Interestingly, the organization decided to work with us and ended up being our first customer.

We are bootstrapped to this day and the credit goes to that one fortuitous meeting before we even registered Integration Wizards Solutions.

Can you tell us about the “Bleeding edge” technological breakthroughs that you are working on? How do you think that will help people?

Our flagship product, IRIS, is an AI-powered computer vision solution. It plugs into the existing CCTV network of the client and analyses the live feed from multiple cameras to provide actionable insights.

It has had many successful deployments — from monitoring manufacturing premises for PPE and safety compliance, to process optimization in warehouses. It is also installed in several malls and retail chains for visual analytics and is used as an outdoor security solution for the largest solar farms in India. So far, we have successfully deployed for several large-scale customers, several of whom are global Fortune 500.

Beyond enhancing productivity and sales in organizations, IRIS is designed to save lives. Our deployments in some of the most hazard-prone industries like steel manufacturing and heavy engineering ensure alarms are raised for potential hazards thereby saving a likely disaster.

We are also very proud of our solutions for COVID-19 helping manufacturing premises, malls and hospitals to operate with minimal risk. Our solution raises real-time alarms when it identifies a potential hazard or a threshold is breached.

How do you think this might change the world?

The range of possibilities ‘computer vision’ offers to enterprises is limitless. From retail, manufacturing, warehousing, safety and security it has incredibly diverse use cases for various verticals.

Beyond what is already known and identified, I believe we have potentially unlocked the capability of making sense of visual data that can be adopted by developers and enterprises alike.

Visual data accounts for a large chunk of data generated by humans today. In fact, 90% of all the data created in the world’s history was created in the last 2 years. The organization that can understand the magnitude and decipher data as much as possible, in the fastest possible way, is expected to win the AI race.

Keeping “Black Mirror” in mind can you see any potential drawbacks about this technology that people should think more deeply about?

I believe the most debated aspect of the technology is ‘privacy’. With the high surge in the adoption of technology, privacy concerns are inevitable.

Are people ready for an algorithm to ascertain their demographics, age, gait, and/or the time they spend in a particular place? As we have seen with social media, internet, and most recently mobile phones, if the perceived advantages are substantial, a lot of these concerns are ignored. But can they be forgotten?

Was there a “tipping point” that led you to this breakthrough? Can you tell us that story?

My smartphone would inadvertently get filled with data. A simple examination revealed that over 95% of it was essentially visual data, i.e. videos and photos.

Scientists say about 90% of the information our brains process is visual. Researches prove that the human brain can process visuals almost 60,000 times faster than text. Hence, the information we could potentially get out of a video is a lot more than text or other forms of data. What if we could leverage technology to process visuals in a second or less?

The more I delved into this concept, combined with my passion for technology, computer vision seemed a more viable solution for challenges in enterprises.

What do you need to lead this technology to widespread adoption?

I believe the two main barriers are — the perceived mindset about AI and the lack of interest in investing in a CCTV infrastructure.

Traditionally, CCTV has been under the purview of “security” department of the organization with a simple mandate of securing the premises. The cameras are placed to catch intrusion but seldom positioned to achieve anything more. Besides, the network that supports such infrastructure is often insufficient.

For optimal performance of our technology, it is important that the organizations invest in CCTV infrastructure with a planned and futuristic mindset.

While our technology delivers face recognition, generates demographics, and even operational parameters, the major inhibitor is the mindset.

In other words, there’s resistance to change. Humans, in general, are creatures of habit and often take some persuasion before accepting that the disruption, expense, or adopting new processes will eventually be worth the overall gain.

However, once we are able to create awareness about the product and how it enhances resource efficiency and reduce costs, people are likely to become receptive and engage with us.

What have you been doing to publicize this idea? Have you been using any innovative marketing strategies?

Our experience of working with global conglomerates is highly useful as their endorsement helps us move forward. We are proud to work with leading Fortune 500 companies, globally. We are actively talking about ‘the power of computer vision technology’ across our narratives on our blog, social media channels, partnerships, collaterals, and events. Networking and live demo of our product in industry events have proved to be a major boost for our portfolio. Besides, our partnership with a PR agency has been garnering good media coverage and visibility.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?

I started Integration wizards when after being settled for about 10 years in various corporate jobs. The responsibilities were manageable, I had a great team and obviously there was sense of stability in what I was doing. Starting Integration Wizards meant giving up on something I was so well settled in.

Before IW was actually started, we spent several weeks deliberating about the possibilities, the pros and cons of starting up at that point. Most of these brainstorming sessions were with my co-founders who also happened to be a part of my team, and my wife. There were nightlong planning sessions, competitor research and funding strategy.

I am grateful for the positivity I had from those discussions. All possible difficulties were discussed and mitigation plans were drawn up. What never came up during this discussion was the viability of the idea and our capability to deliver it. We believed in ourselves and

we believed in each other. This has given me the confidence to start up and remains my biggest drive as we try to overcome new challenges every day.

The fact that I did not need to worry about the financial stability of my house as my wife Puja had taken it up.

How have you used your success to bring goodness to the world?

We have contributed significantly by making workplaces safer. Even before the advent of COVID-19, our solution was designed to save lives. We support companies meet their occupational health and safety goals and have significantly reduced accidents by identifying and correcting safety hazards in real-time.

Post-COVID, we believe our impact has been far greater. We have helped several large organizations, particularly in India, restart their operations after a prolonged lockdown. Some of the largest manufacturing hubs (including steel, construction, and automotive), hospital chains, warehouses, and malls have used our solution to monitor face mask compliance and ensure social distancing.

What are your “5 Things I Wish Someone Told Me Before I Started”.

1. It never gets easier as we grow and progress, we just get used it.

2. What we know today is hardly worth anything, how fast and efficiently can we learn is all that drives the success.

3. There are no best practices as far as building the best team is concerned. Every organization has to devise a strategy that works best for them.

4. Technology can be stolen and copied what eventually defines an organization are people — employees and customers alike. Their trust is the only thing worth striving for.

5. Irrespective of everything we try there will be mistakes and failures. Our competitors will make them too How fast can we get back on our feet after stumbling is what is going to define us.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

I wish the next generation would foster a product development mindset. If they will be able to feel proud of a successful product, they will be the ones defining paths and breakthroughs, rather than simply following the “best practices” set traditionally.

Can you please give us your favourite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

The quote “By your stumbling, the world is perfected” by Sri Aurobindo, who is a noted philosopher and author, carries special significance to me. I believe no effort ever gets wasted. Just like any other organization, we have also had our share of slipups, but a positive attitude helps us navigate our failures and learn from them. I believe we are where we are because of our mistakes as much as our achievements.

Some very well-known VCs read this column. If you had 60 seconds to make a pitch to a VC, what would you say? He or she might just see this if we tag them 🙂

We are a six-year-old bootstrapped organization, based out of Bangalore, with offices in the US and UK. Nine of our customers are global Fortune 500 conglomerates. With solutions deployed in over 21 countries, we have a significant lead in the area of enterprise computer vision platform.

Even by some of the most conservative estimates, there will be over 1 Billion CCTV Cameras by the end of the year. We believe CCTV cameras are one of the most underutilized infrastructure investments used mostly for retrospective forensic analysis.

We have a platform that enables customers to use this existing infrastructure investment to derive actionable insights that help them improve productivity, sales, safety, and security.

We have experience deploying our solutions in warehouses, retail outlets, manufacturing outlets, petroleum retail outlets, malls, and hospitals.

How can our readers follow you on social media?

LinkedIn: https://www.linkedin.com/in/kunalkislay/

Readers can also reach out to me through our company pages on social media:

LinkedIn: https://www.linkedin.com/company/10034684/admin

Facebook: https://www.facebook.com/iwizardsolutions/?view_public_for=454831034676983

Twitter: https://twitter.com/iWizardsLtd

Instagram: https://www.instagram.com/integrationwizardssolutions/

Thank you so much for joining us. This was very inspirational.


The Future Is Now: “AI-powered computer vision” With Kunal Kislay of Integration Wizards Solutions was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.