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M.R. Rangaswami Asks 3 Questions: Ashwin Bharath, CEO, Revature

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“It’s finding talent that’s the problem.” Sound familiar? The past two years have accelerated the job demands that were already presenting themselves in Traditional IT and Digital IT workforce.

What Ravature has leveraged is their “Talent as a Service” or TaaS.

CEO, Ashwin Bharath and his teams are finding, hiring, and developing technology talent for an organization’s specific requirements so talent can be successful contributors from day one.

Training over 19,000 software engineers in 55 technical disciplines and deploying them to blue-chip companies throughout the world, Ashwin had some inspiring perspectives on the tech hiring landscape and the opportunities available in the wake of COVID-19.

M.R. Rangaswami: Tell me a little about the tech talent landscape and why there is an opportunity for disruption?

Ashwin Bharath: This left the supply-side hiring constituents such as large enterprises and systems integrators scrambling for cover with an unprecedented wave of challenges. The talent supply ecosystem which had relied in the past on sourcing from staffing firms supplemented by training firms (primarily instructor and online learning) as well as the ones offering coding boot camps have fallen woefully short in addressing the magnitude of this challenge.

M.R: So, the reliance on staffing and training firms coupled with the shift to broad platforms left a huge opportunity for disruption or a new approach. Is this where your “Talent as a Service” model was born?

Ashwin: In short yes. The strength of a company is not on its power or size, but based on how quick they can pivot, react, and respond to market demands. Any CTO will tell you that technology provides that agility. So, growth and agility rely heavily on technology, but the company’s existing tech teams are ill-prepared to take on this demand. It is this heavy demand that is forcing companies to realize that it is impossible to solve their tech woes by themselves. That is why companies come to Revature, we understand this challenge better than anyone else and we help create a unique solution built just for them.

M.R.: What is that approach? What is Revature’s secret sauce?

Ashwin: We start by considering two factors:

1. First thing we do is to unbundle the current talent solutions that are in place. As we unbundle, we help the client realize that they must focus on solving both the Talent Acquisition and Talent Transformation problems. This process helps the client understand that attacking both Talent Acquisition and Talent Transformation is what is needed to solve their tech staffing challenges. Bottom line: we help the client to understand the value of hiring based on talent and not on skills.

2. Next, we emphasize the need to democratize opportunities. Democratizing means that we need to build a Talent Enablement Ecosystem or Talent as a Service – which we define as a self-sustaining habitat that allows the client to tap into a consistent talent development cycle. This TaaS gives our clients a plug and play participation model irrespective of size and scale.

M.R.: I heard you say “Don’t Hire for Skill, Hire for Talent” can you unpack that a bit?

Ashwin: Well, this is really the “secret sauce” that you mentioned before. At Revature, we believe that the real problem with tech hiring is not a skill gap but an opportunity gap. “Skill” in technology changes at the speed of light and where most organizations get into trouble is that they hire based on skillset. That approach is basically just kicking the can down the road and leaves you vulnerable in the future.

Revature thinks about the problem differently, while traditional hiring focuses on the “skill gap” issue. We focus on opportunity creation and diversity. The idea that there is a lack of talent is not true, there is plenty of talent out there, but the traditional hiring approaches are too focused on skillset to take advantage of it.

Considering these facts, the Fed Reserve Bank of NY states that 40% of recent graduates are underemployed and over 50 million Americans are stuck in low wage jobs, without any prospect of acquiring skills that will get them better jobs.

The quantity of potential talent included in these group are staggering, tapping into these groups is one of the answers to the supply problem. And that is the advantage of working with us at Revature, our Hire, Train, Deploy model hires for talent and delivers the skill. Revature hires based on the potential of a candidate, not on their current skills. In other words, we don’t find talent, we create it.

M.R. Rangaswami is the Co-Founder Sandhill.com

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M.R. Asks 3 Questions: Siddharth Lunawat, CEO & Co-Founder, Hammoq

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Siddharth “Sid” Lunawat is CEO and co-founder of Hammoq Inc., a company that automates the ecommerce process for returned item resale and used goods. In the face of an exploding market for overstocked, returned and used goods, where the fashion resale market alone is expected to reach $26 billion in 2022, Hammoq is reimaging “recommerce.”

By using artificial intelligence and machine learning to close the labor gap challenge, Hammoq is overcoming industry barriers which have traditionally limited the product identification, valuation and marketplace listing process.

M.R. Rangaswami: What is recommerce and how is it changing the landscape of today’s retail and ecommerce industries? 

Sid Lunawat: Recommerce is the sale of used and returned goods. This includes everything from clothing to electronics, toys and much more. The industry is supported with a tremendous glut of online retail returns. In fact, retail returns topped $761 billion in 2021. This is further accelerated by a high demand for sustainable fashion upcycling and vintage items as consumers, particularly GenZ and Millenials, increasingly make green and sustainable product choices.

Conventional retailers are also starting to shift to a recommerce model to monetize the high volume of product returns that cannot be resold as new. The retail industry has sustained more than $309 billion in return losses and seeks better methods to recoup revenue from their returned item inventory.

While there is an abundance of products as well as resale marketplaces to support this recommerce economy, the challenge is in the labor required to identify product value and push it to the marketplaces where used goods are sold. This is a mounting challenge across the industry from resellers and liquidators to thrifters and retailers. At Hammoq, we are reimagining this recommerce process using artificial intelligence and machine learning, matched with virtual assistants, to automate the online listing process so retailers and resellers alike can sell more and build thriving recommerce businesses.

M.R.: Why is AI a key enabler of recommerce? Why can’t this new retailing trend happen without AI technology?

Sid: Used clothing comes from two main sources – donations or returns. In both scenarios they are dropped in a bin that is then sent to a warehouse. They generally have no tags and because the items are used, the retail price no longer holds. AI can quickly identify the item and its resale price in a way that used to be a purely manual effort. Traditionally, expensive human intervention was required to identify product attributes, assign product value and create the listing that is required to place the product in a marketplace for sale. This high labor cost has prevented the industry from scaling up rapidly.  

At Hammoq, we’re overcoming this obstacle with AI-powered machine vision technology. Using machine vision, sellers can quickly and accurately categorize an item. AI automates the product’s description of the color, style, pricing and other attributes needed to accurately list the product for sale. The result is enabling resellers to scale and sell more products, faster.

M.R.: What is the future of recommerce and how will it change the retail supply chain? 

Sid: As the recommerce industry grows the stress it puts on the supply chain becomes even greater. Without AI and machine learning technology, supply chain costs will dramatically rise and more products will go wasted in landfills. This also prevents retailers from capitalizing on the demand for increased sustainability and product recycling.

With AI, Hammoq is changing this trajectory by injecting a new, scalable process to more rapidly place returned items back into the retail supply chain. We are helping to increase the volume and profitability of products and shave down the billions of dollars in failed replacement of returned items. Through the use of automation, processing costs per item will drop and retailers can sustain profitability on higher value items, repurposing them more easily vs. liquidating them for pennies on the dollar.  

M.R. Rangaswami is the Co-Founder of Sandhill.com

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M.R. Asks 3 Questions: Vadim Vladimirskiy, CEO and Co-Founder, Nerdio

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In a time where many companies have had to rapidly embrace new ways to work from anywhere – from remote and home offices to in the office and on the road, Nerdio has helped to more securely and efficiently deliver user workspaces from the cloud. 

Working remote isn’t new for Co-Founder Vadim, or his team at Nerdio. In fact, the company has a fully remote workforce with employees around the world putting its technology to work internally just as its customers do.

Today, Nerdio has more than two million users across its product portfolio, to easily deploy Azure Virtual Desktop and Windows 365. Nerdio Manager for MSP and Nerdio Manager for Enterprise add significant features and functionality on top of Microsoft’s virtual desktop services, Azure Virtual Desktop and Windows 365, to support faster virtual desktop deployments and more simplified management to lighten the load on IT administrators. 

M.R. Rangaswami: The pandemic caused many companies to quickly re-evaluate their end-user computing strategy and employ technologies, like virtual desktops and desktop-as-a-service or DaaS, to enable employees to work from home. But now that workers are slowing going back to the office, will DaaS still be a growing trend?

Vadim Vladimirskiy: COVID-19 rapidly transformed the way we work, and think about work. Nearly overnight, employees who had never worked remotely or from home were required to do so. This has had a long-term impact on our work cultures and cultural approaches to work. Even as pandemic restrictions are being lifted, digital workers are reluctant to go back to the office.

Pew Research Center reports that two years into the pandemic 61% of workers that have a workplace outside of their home choose not to go into their workplace often citing an increase in work/life balance. Yet others still prefer to go into the office, or have the option of a hybrid workplace, so it’s the need for flexibility of work that remains constant. 

All this is to say, the end user computing technology we use to keep employees productive must support every way people want to work. In the office, remote and a hybrid of both. This is the ultimate value of DaaS technology – it gives users a familiar and accessible workspace from anywhere they want to work. DaaS, particularly virtual desktops that are delivered from Microsoft Azure, will also lower operating costs, enhance security, improve business continuity and simplify management of end user computing. 

These benefits far outweigh the traditional cost of end user computing where the management of physical devices can be pricey and riddled with needless overhead. DaaS was already a trending technology to improve the productivity and security of end users. The pandemic simply accelerated it.

M.R. Rangaswami: What are some of the challenges DaaS technology can help IT solve? 

Vadim: Supporting the remote worker isn’t the only value of DaaS technology – even though the improved accessibility to business apps and data is the benefit many think of first. Security, lower operating costs and improved business continuity are all additional values of a DaaS computing approach.  

We all know the endpoint is an enduring problem when it comes to security vulnerabilities. End users are often not prepared or educated appropriately when it comes to spotting socially engineered or phishing attacks that can increase the threat surface and provide cybercriminals an entry point into the corporate network. DaaS is the ideal solution to this security risk. Because data lives securely in infrastructure that can be better secured, protected and controlled by IT, it isn’t put at risk by the user. Added encryption and multi-factor authentication further removes security risk. 

DaaS also can dramatically lower both capital and operating costs. Physical devices and clients no longer need to be as robust to operate cloud workspaces, so hardware costs are reduced and extended. Management is also much easier and can be done remotely from a central console, lowering staff and resource burdens.

Finally, when leveraging a public cloud such as Microsoft Azure, infrastructure costs and even space, power and cooling requirements of a traditional on-prem data center can be avoided, while scale can be swiftly enabled regardless of location. 

Further, DaaS increases business resilience and continuity. Leveraging the cloud, enterprises achieve a much greater uptime level, drawing from the high-grade public cloud infrastructure. DaaS access to business data and apps is virtually immune to weather, disaster or even ransomware-related disasters which can often cripple the more traditional local-device based approach to end user computing. 

M.R.: What will it take to make DaaS part of the new common fabric of enterprise IT? 

Vadim: DaaS is already becoming a regular component of many organizations – both large and small. It will only be a matter of time before it is the de facto standard for enterprise end user computing based on the advantages outlined earlier. As the new hybrid work world continues to persist – and all indicators show that it will – IT will continue to seek ways to improve employee productivity, secure business data, and improve business continuity all while lowering capital and operating costs. DaaS is a clear solution to achieve each of these and will in time become a vital component of every enterprise environment. 

M.R. Rangaswami is the Co-Founder of Sandhill.com

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Re-think your SSO strategy or get left in the Stone Age

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By Dr. Canming Jiang is founder and CEO of Datawiza

A CEO recently told me his company can’t take their solution upmarket without the stronger authentication and single sign-on (SSO) capabilities that Fortune 500 companies need.

Adapting to the wide array of new identity platforms and tools that customers are requesting, he explained, requires too much precious developer time, risking a slower pace of innovation and forcing
uncomfortable conversations about pricing models that the market may consider exploitive. (Check
out the SSO Wall of Shame, a list of vendors that one GitHub member believes are overcharging for
SSO capabilities.)

I challenged the CEO that he needs to be three steps ahead of customers. Just as no one would
think of building an HTTP website today when HTTPS is standard, he needs to deliver Burger King-
style “have it your way” SSO and other access and provisioning capabilities now because these are
going to be table steaks before long.


Login freedom is a must.

Let’s back up a bit. Security risks abound, so implementing the security your customers need can’t be
an option, even if they’re not explicitly asking for it today. One thing automotive CEOs Elon Musk
and James Farley agree on: Powerful, responsive automotive braking systems are not optional. I
believe that we are at this same place now with respect to SSO, and we will be there sooner than
you think with tomorrow’s security protocols.

Companies are adopting any number of modern identity platforms –such as Okta, Azure AD and
Google – to increase security, enable SSO and multi-factor authentication (MFA), offer better and
more productive user experiences and provide visibility into user activity. The complexity of
optimizing SaaS software to run in any cloud, and support any IAM platform has opened the door to
what I believe borders predatory pricing. Customers should not have to pay double or even triple the
standard price for B2B SSO integration because the market has not settled on one IAM winner yet,
and it’s too costly to incrementally support what individual customers are using.

Breaches are unfortunately all too common. So whether your customer is a manufacturer, school
district or government agency, they either have – or will soon have – a tool to identify and set access
privileges for employees, partners, and customers. From the perspective of your sales team,
supporting all possible SSO options today is a dream. Doing so is one less detail that can knock your
solution out of the qualification process. I would go so far as to say that it should be part of any
minimum viable solution.

However, the challenge doesn’t stop at SSO. Companies are constantly looking for new ways to
make it easier and safer for users and customers to access applications, which may involve a mix of
strategies. The latest trend is social logins.

Zoom is a great example of this, and it’s becoming a must-have feature of B2B applications. As a vendor, you don’t have a crystal ball to see what’s next
– and the last thing you want to do is sink costs into constantly responding to the latest access
management strategy.


But then again, can you afford not to if your competitors are doing it?

The cost and pricing predicament.

One rosy way to get around the challenge of evolving login strategies is to charge premium fees for
SSO and whatever comes next. Mature SaaS vendors can better afford the development costs –
including headcount for a couple of extra security experts. And many larger enterprises are more
than willing to pay those premium fees because verifying access is essential for security and tools
like SSO deliver a more acceptable user experience.

It’s a legitimate approach, but how long until this falls out of favor? Are you pricing yourself out of
customers who don’t want to pay the SSO tax? Will hiring development and security resources cut
into your already razor-thin margins?


Is “have-it-your-way” SSO a realistic mantra?

What is not supporting a range of SSO options costing you? The flip side of that coin is how much
does it really cost to support each identity platform? Clearly some vendors on the SSO Wall of
Shame are price gouging, while others are passing on legitimate costs.

The CEO and others I’ve talked to told me it takes several months to integrate the first identity
platform, and it can still take a month or more to integrate each additional platform even after the
team is experienced. (SDKs and APIs from IAM platforms are not as magical as some of us would
like to believe.) And then there is the cycle of constant maintenance and fixes. This is a huge cost
and an endless distraction for developers who should be focused on the critical product roadmap.
These costs can be passed on in some way to customers. In my view, the market should decide
SSO pricing and vendors that can justify charging exorbitant premium fees for SSO have every right
to do so.

But innovation doesn’t always come from those with the deepest pockets, and not every SaaS
vendor can throw more bodies at “have-it-your-way SSO,” providing the capability for free or for a
minimal additional fee. There are always tradeoffs, but as an industry, we need to think about
whether trading off our own software innovation for something that will soon be table stakes is good
for our customers.

The key to driving SSO-for-all is adopting an innovative no-code strategy that eliminates the need for
one-off development, enabling support for any identity platform with just a few clicks and all the
required security already built-in. Ideally, wouldn’t it be great if your customer support team could
enable the SSO flavor your customer needs, leaving developers to work on the next big thing?

The world is going no-code for a reason. Business users, accustomed to the simplicity of consumer-
based SaaS applications will no longer tolerate cumbersome Stone Age enterprise software. No-
code platforms are the key to delivering modern applications faster. Who hasn’t heard of Webflow,
Squarespace or Shopify for DIY website building tools? And tools abound for other development
areas, such as mobile apps and online courses.

To continue leading our markets, B2B SaaS vendors must support every possible login strategy that
customers want – username/password, SSO, social login, passwordless, and any other secure and
user-friendly strategy that comes along. Think of it as comprehensive connectivity for your
customers. Gartner has a name for this market: Customer Identity and Access Management (CIAM).
It’s where the industry is going.

Dr. Canming Jiang is founder and CEO of Datawiza

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M.R. Asks 3 Questions, Dr. Ittai Dayan, Co-Founder & CEO of Rhino Health

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As co-founder and CEO of Rhino Health, Dr. Ittai Dayan is transforming the way healthcare AI solutions are created, adopted and measured. The Rhino Health Platform provides access to a large, distributed dataset from a diverse group of patients, powering models that deliver consistent results and, ultimately, improve health outcomes for large populations of patients.

Drawing on his background as a clinician and researcher, Ittai is passionate about creating equitable access to advanced AI-based diagnostics and treatment pathways – across increasingly diverse patient populations.

He led the world’s largest and most prominent study, utilizing federated learning (FL), published in Nature Medicine, the world’s largest and most prominent study, utilizing federated learning (FL). The EXAM study brought more than 20 healthcare institutions together, to train a healthcare AI solution on diverse data across institutions.

M.R. Rangaswami: What is Federated Learning (FL) and how is it improving healthcare and specifically precision medicine?

Dr. Ittai Dayan: FL is a machine learning paradigm that allows data scientists to train algorithms without exchanging underlying data. Rather than pooling data from multiple institutions into a central repository, federated learning involves training an algorithm on different ‘pools’ of data, blending only model weights, so that no patient data ever needs to leave a hospital’s firewall.

Artificial Intelligence (AI) for healthcare and lifesciences is well suited to FL, because it relies on patient data, which is highly sensitive, its usage is tightly regulated, and full anonymization of it can be difficult or impractical.

Without methods like FL, healthcare AI will only be trained on limited sets of patient data, decreasing the volume and diversity of patient data required to truly identify precision medicine. Precision medicine relies on algorithmic approaches, including AI, but requires that ‘models’ are trained on diverse data. This is especially an issue for rare diseases, or novel data modalities that are very ‘patchy’ and require accessing data from multiple providers. FL can help accelerate healthcare AI for the purposes of precision medicine.

M.R.: Coming from the healthcare field, was there any personal experience that brought you to found Rhino Health? What were the unmet needs you saw in the healthcare industry?

Ittai: As a clinician, I saw firsthand the amount of data that was generated by every patient interaction and how much of that was not accessible to be used for benefiting clinical care. While I was leading the development and deployment of AI models at Mass General Brigham, I oversaw many projects related to healthcare AI, many of which required access to diverse data to ensure robust model performance. To improve performance of a COVID-19 prognostication model, I led the EXAM study, published in Nature Medicine, which is probably the world’s largest and most prominent study to-date utilizing FL to train a healthcare AI solution on diverse data across institutions.

The understanding that FL can help break barriers to collaboration on data distributed all over the globe was eye-opening to me. Until then, it was considered too ‘sciency’ for the ‘real world.’  Rhino Health has proved that it is ready for prime time. We are turning this concept into a platform that would serve developers, clinicians and patients.

M.R.: What is the future of healthcare and precision medicine?

Ittai: The future of healthcare AI and precision medicine requires ongoing access to massive amounts of patient-derived biologic data and performing models that use that detailed data to predict diagnoses, aid in clinical decision making and predict outcomes, all in order to drive better care with better diagnostics, biomarkers and drugs that will be an improvement from the current standard of care. Federated learning will drive the future of healthcare, since it will be able to access sensitive patient data privacy in a secure and anonymized way.

M.R. Rangaswami is the Co-Founder of Sandhill.com

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MR Asks 3 Questions: Frank Fawzi, President & CEO, IntelePeer 

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Before IntelePeer, Frank Fawzi worked at AT&T Bell Laboratories as the lead data communications architect for a $1.4B winning bid to the IRS. Later, he would found CommTech, eventually selling it to ADC, a leading provider of broadband solutions for the telecommunications industry, for $178 million.

Frank received a Bachelor of Science in Computer Science and a Master of Science in Management from Stevens Institute of Technology and participated in the Wharton Executive Management Program at the University of Pennsylvania. He was also selected as a QuantumShift’s Top Entrepreneurs in America for 2017 by KPMG’s Private Markets Group and the University of Michigan’s Ross School of Business.

As the President and Chief Executive Officer at IntelePeer, Frank has been a driving force behind its growth and achieving its mission to become a dominant CPaaS provider for enterprises.

M.R. Rangaswami: How do you see customer experience evolving in this post-pandemic era? What is IntelePeer doing to get prepared?

Frank Fawzi: Primarily, during COVID, consumers moved from physical to digital interactions with businesses. And, as a result, have now learned the convenience and speed of digital interactions with a business instead of having to physically be present. As a result, companies have had to significantly increase their digital operations while maintaining the same level of personalization that a physical interaction allowed for.

And because call centers and offices were empty across the county, businesses had to pivot to a work-from-home or hybrid business model and needed to quickly find ways to continue answering customer queries while keeping both staff and customers informed about crucial business updates. 

During COVID, IntelePeer leaped forward to help our customers deliver that digital customer engagement through automation, virtual agents, communication AI and chatbots. These solutions were so effective they produced both a high ROI and an improvement in customer experience at scale, and today, consumers have come to expect 24/7 availability, self-service options and seller-free experiences. In addition, consumers continue to rely on automated self-serve or interacting with a virtual agent if it means spending less time on hold. 

At IntelePeer, we empower our customers with Atmosphere CPaaS, which streamlines customer interactions and engagement, allowing our clients to optimize staffing and deliver a variety of communication channels for a best-in-class customer experience (CX). Plus, by incorporating CPaaS and communications workflow automation into their cloud transition, our customers can free themselves from legacy platforms to provide personalized automation for enhanced CX.

MR: Are no-code/low-code applications the future? What advantages does such a solution give to companies that might not have a dedicated development team? 

Frank: While there is debate as to whether coding and software development will become obsolete in the future due to advanced machines, for now, no-code/low-code applications make the lives of businesses with limited development resources or busy developers much easier. IntelePeer’s Atmosphere Marketplace platform offers a suite of pre-built applications that allow non-technical and technically adept people to solve business communication needs within a matter of minutes. 

By eliminating drawn-out and costly development cycles, our no-code/low-code offering democratizes access to the latest communications, AI and analytics technologies that helps organizations of all sizes achieve outcomes that were once reserved only for large corporations with huge budgets. With a step-by-step and plug-and-play setup, our clients can solve their communication needs cost-effectively and rapidly. And with snap-in apps, they can integrate seamlessly with their current workflows, CRM, database, billing systems, or any other system that supports APIs. 

From easily tailoring voice-enabled BOTs, intelligent routing, and setting up post-call surveys to effortlessly capture customer feedback and smoothly configuring auto-response messages, these no-code and low-code applications modernize the consumer’s communication experience. Additionally, no company’s communication strategy is safe from having its numbers get mislabeled as spam or fraud by third-party regulators. Through IntelePeer’s Reputation Management solutions, businesses can remediate mismarked numbers before significant negative impact.

 

MR: How have virtual assistants, chatbots and other AI solutions transformed the customer experience/ journey?

Frank: Tremendously and more advances will be delivered to fully automate customer engagement and experience. The days of massive call centers with obscene hold times are numbered and will be replaced by communication workflow automation with virtual assistants, chatbots, AI and other tools.  

We now see that consumers prefer to try out self-service options before speaking with a human agent – most likely, the increased accuracy of virtual assistants, chatbots, and conversational AI solutions have given people greater confidence in solving problems on their own. However, because research shows that most customers consider their experience with an organization to be just as important as its products or services, it is paramount that those AI solutions be effective useful and comprehensive.  

Virtual agents and chatbots have elevated the customer journey by delivering more human interactions via sentiment and tonality analysis, language detection and translation, and speech-to-text and text-to-speech capabilities. With IntelePeer’s Atmosphere SmartFlows, customers can still escalate to a live agent based on the complexity of their inquiry for the most personalized CX possible. With SmartFlows, every call or communication interaction is recorded, transcribed and available to be searched and analyzed to continue looking for opportunities to improve the customer experience in the future.

Likewise, the customer journey is becoming more complicated, as people use an average of ten channels to communicate with companies today. IntelePeer’s easily configurable and ready-to-use AI solutions help our clients meet their customers on the channels they prefer, be that SMS, voice, web, email, digital or social channels. And through actionable insights on consumers’ preferences, attitudes, and purchase behaviors, businesses can provide precise recommendations and tailored experiences. 

M.R. Rangaswami is the Co-Founder of Sandhill.com 

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M.R. Asks 3 Questions: Bobby Balachandran, Founder & CEO, Exterro

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Bobby founded Exterro with the conviction that the legal industry was rife with opportunities for process improvements that could be driven from lessons learned in other industries.

Today, Bobby fulfills Exterro’s founding principles by leading the company in building a comprehensive platform for global corporations and governmental agencies to mitigate risks, control costs, and have complete end to end visibility into their legal governance, risk and compliance processes.

M.R. Rangaswami: What are the key challenges facing corporate General Counsel or Chief Legal Officers that’s driving them to consider Exterro solutions?

Bobby Balachandran: The role of the GC or CLO has greatly evolved and expanded over the past 10-15 years due to a number of macro trends. First is the constant introduction of new laws and regulations to which an organization must comply. Significant among these over the past seven to eight years has been related to the increased scrutiny on privacy with laws such as the GDPR in Europe, or the various state laws like the CPRA in California here in the United States. Third is the relentless threat of cyber-attack or breach, and the fourth is the rise of legal operations, due to a sharp focus from the C-Suite on improving the efficiency and productivity of the legal department.

All of these greater trends have combined to create new business challenges that no longer can be addressed by a single organizational department, like Privacy, Compliance, Legal Operations, Security etc.

Let me give you an example:

Laws like the GDPR or CPRA allow an individual to request to know what data you have stored on them, how you’re using it, how long you plan to store it and even ask that you delete it. If the requester is a current or former employee, not only do you need to ensure you have the workflow to ensure the request is handled by the appropriate group, but the person or group responsible for the data must be able to quickly locate it, collect it, review it, redact any personal information not related to the requester and then securely deliver this information to the requestor.

You can see how this request quickly crosses conventional divisions and responsibilities—it’s not just someone in your Privacy department’s responsibility – he or she will need to work with someone with expertise in e-discovery at a minimum. And if that data subject submits a request for data deletion, things get even more complex, because before deleting anything, you must first confirm that the information can legally be deleted. It can’t be subject to retention requirements imposed by regulatory compliance obligations or a legal hold.

As a result, you have solid or very strongly dotted reporting lines for privacy, compliance, legal operations, litigation support and even incident response into the GC/CLO. And this is forcing a new way to think about both how to organize across these different areas for optimal performance, but also how to apply technology to solve some pretty challenging business processes.

M.R. So how should a GC or CLO think about solving these challenges?

Bobby: We strongly believe it all starts with data. All of us have heard that data is the “new oil” and while it might sound trite, there is truth to the statement. How organizations collect, store, use, manage, protect and ultimately delete data largely determines how successful they can be.
But it’s not easy. The amount of data is huge and it’s growing exponentially. So, while there can be significant competitive advantages realized if you optimize your use of data, it is a double-edged sword, with significant downside risk as well.

Think of the impact that a serious data breach can have, the loss of a “bet your company” legal dispute, or the public perception you don’t treat personally sensitive data appropriately.
This is a massive problem for organizations of all kinds – private enterprise, government, education – no one is immune to the risks data poses.

But this is where Exterro helps. Our platform enables clients to understand what data they have, where it is located, what regulations apply to it, what third parties have access to it, and most importantly, respond quickly to requests for that data. A request could be e-discovery necessary for litigation, collecting evidence for an internal investigation, responding to a data subject access request, or fulfilling reporting obligations to data authorities after an incident or breach is identified, or any number of other business processes that are the responsibility of the legal department.

M.R. While that’s a broad set of capabilities, it’s not all that Exterro does, though, is it?

Bobby: No, and I’m glad you asked me that. I mentioned how Exterro can help with internal investigations or incident response earlier, and that’s due to our portfolio of FTK® digital forensic products. And while the use cases I mentioned previously are those that address corporate challenges, the largest market segment for forensic investigation solutions is law enforcement, which includes very large agencies in the federal government charged with protecting citizens as well as your local police department.

Our software is helping to stop crimes against children, human trafficking, terrorist plots, illegal drug smuggling, murders, and so forth. I’m extremely proud of the software platform our team has built, and the enviable list of Fortune 500 and Global 2000 customers who use our solutions, but it is a very different feeling – both humbling and gratifying – to know that we truly are helping to make the world a safer place.

M.R. Rangaswami is the Co-Founder of Sandhill.com

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Quick Answers to Quick Questions: Rick Stengard, EVP, Meridian Technologies

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Meridian Technologies, a Consulting Solutions company, fills a full spectrum of skilled technical positions for some of the country’s largest organizations. Meridian meets the highest standard of excellence due to its focus on forging long-term relationships with deeply experienced consultants and building high-performance, service-oriented teams that produce results. Its scalable engagement models, from individual technology consultants to more strategic enterprise programs, enable clients to tap into world-class talent, expertise, and services to drive technology and enterprise transformation initiatives. 

As Executive Vice President at Meridian, Rick Stengard leads over 250 people in multiple regional sales and client-facing delivery teams across the commercial and government IT services sectors. His focus is on developing techniques, processes, and training to ensure scalable and repeatable growth. 

M.R. Rangaswami: What are some of the current challenges impacting the staffing of technical positions?

Rick Stengard: It’s a competitive market right now for highly skilled IT professionals. One thing we try to impress upon clients is the importance of speed—the faster we can move a strong candidate through the hiring process, the more likely it is they’ll accept an offer. Unfortunately, multiple interviews and homework to assess candidates aren’t as doable as they used to be.

Right now, the most skilled and qualified candidates are on the market for days, not weeks. One of the things we do at Meridian is to help our clients hire faster while maintaining the same level of talent quality. We spend time up front matching the right people with the right opportunity. A full gamut of screening is done before the interview process begins for the client, so the evaluation process can move faster.

Within the government sector, which is a key focus for us, one of the biggest challenges is sourcing talent with the required clearances and certifications. For federal government especially, clearances as well as technical certifications are needed for most people working with technology or in an IT capacity. Meridian continues to successfully migrate qualified tech talent from the commercial side to the public-sector side to fill the demand, including helping consultants get the proper clearances and certifications. 

M.R.: What have been the impacts of remote working on the workforce, including program delivery? 

Rick: Pre-pandemic, our consultants and technical professionals were almost exclusively onsite, meaning that people were relocated or had to travel to client facilities during the contracted period. This meant that oftentimes, access to talent was limited by geography or was attained at greater cost. Now, with cloud computing and the increasing acceptance of distributed work environments, the need for relocation and travel is less, reducing costs and widening the talent pool. 

Overall, we’ve found that our remote teams are just as effective. As a validating point, we have Agile software programs that have their performance measured on a quantifiable, point-based scale. The velocity of points being accrued per person and per hour has remained the same or in some cases even surpassed the levels seen during onsite work. 

M.R.: What should organizations look for in an IT staffing and solutions partner?

Rick: No matter what an organization’s staffing needs are, it comes down to the quality of the people. It’s the client that is taking the risk, so it’s vital to have faith in a partner that can identify people who deliver programs successfully.

There are many IT staffing solutions providers that will look at a job description and just provide a resume that checks the basic boxes. It’s important to have a partner that spends time pre-consulting with you to understand your needs—not only in terms of technical skills, clearances, and certifications—but also in terms of more intrinsic qualities to deliver exactly the right person. There are great software developers who won’t make good team leads because they aren’t good communicators or lack leadership skills, for example.

It’s also important that the partner doesn’t just step out of the process after the hire is made. Your partner should continue to manage talent post-hire and throughout the project to ensure successful program delivery and a satisfactory experience on both sides of the table. In fact, consultant care is a big part of Meridian’s culture. We believe that establishing long-term relationships with IT professionals that we have confidence in, and who are happy in their jobs, is key to providing the best human resources to our clients. Our consultant retention averages nearly 36 months and extends to as much as 10 years, which is exceptional in our industry. 

M.R. Rangaswami is the Co-Founder of Sandhill.com

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M.R. Asks 3 Questions: Bhaskar Gorti, CEO of Platform9

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Moving from Oracle Corporation’s Senior Vice President to CEO at Platform9
Moving from Nokia Software’s president and chief digital officer to CEO at Platform9, Bhaskar Gorti is ready to speed up their go-to-market to support large-scale deployments and solidify their place as the leading open distributed cloud service

M.R. Rangaswami: Based on recent experience, what did you see happening in the cloud landscape and what are some of the unmet enterprise needs and opportunities to innovate?

Bhaskar Gorti: My recent experience was with Nokia as its President of Software and Chief Digital Officer, but I’ve been in enterprise software for most of my career, including as Senior Vice President and General Manager at Oracle Corporation, enabling B2B customers to modernize and become cloud native. Many of these customers have large, traditional non-cloud IT technologies to run many keep-the-lights-on operations in addition to cloud-based products for competitive differentiation.

A few years ago, a lot of companies talked about moving all of their IT infrastructure and applications to the public cloud. But what they all have realized is that moving infrastructure to the cloud is simply not enough to complete a cloud-native transformation. Companies who have tried to migrate from on-premises to a public cloud, or from one public cloud to another public cloud, know it’s not a trivial task.

The problem they are all trying to solve is how to have the flexibility and choice of using their own infrastructure for cloud-native applications while delivering a unified management and consumption experience of a public cloud.

Platform9 provides an elegant solution to this problem: delivering the power of cloud computing on the infrastructure of customer’s choice – whether that be public clouds, private infrastructure, or edge-sites – powered by Kubernetes and cloud-native technologies. Our platform delivers an open distributed cloud service, offering a neutral third option to public clouds and costly, time-consuming DIY.

Flexibility is crucial for enterprises to be able to drive their digital transformation and match their cloud capabilities to their business needs, and Platform9’s open distributed cloud is the optimal solution.

M.R.: Why did you join Platform9?

Bhaskar: I have known Platform9 and have interacted with Sirish Raghuram and Platform9’s other co-founders a few years ago while I was at Nokia developing a cloud-native software stack and looking for alternatives to DIY cloud-native orchestration and container management.  Platform9 has built and matured some phenomenal cloud-native technologies; they are a unique example of a disruptor company which has done very well with their platform and are leading in the cloud-native market segment. I was impressed with Platform9’s team, mission, and vision, especially their customer success stories, so when the chance to work alongside them came along I couldn’t pass the opportunity up.

My main goal is to help Platform9 build and grow the open distributed cloud category in order to allow enterprises across multiple new industries to reach their cloud-native transformation goals. By speeding up Platform9’s go-to-market to support more large-scale deployments of our software at major organizations across verticals, we will solidify our place as the leading open distributed cloud service.

M.R.: What are the biggest challenges and concerns you see customers facing?

Bhaskar: One of the things that I have learned over the years is that the most difficult task is to make complex things extremely simple. Customers are trying to solve very complex mission-critical problems of navigating between hyperscalers, on-premises data centers, and edge solutions. And it’s all so complex – what they really need is an open, cloud-agnostic platform to bring simplicity, agility, and a fast track so they can really focus on what is more important to them: organizational agility and competitive differentiation using modern cloud-native technologies.

With prior generations of technology, it was relatively easy to migrate to a new platform. In this new world of cloud-native, you cannot port. Simply lifting-and-shifting doesn’t really provide any agility and cost benefits. You have to start from scratch and build your cloud-native infrastructure and applications using a very different approach, grounded in cloud-native principles and technologies. This journey is fraught with challenges and cultural changes that most companies struggle with. They can benefit by using a partner like Platform9 with a cloud-native DNA and a platform that can speed up their transformation.

M.R. Rangaswami is the Co-Founder of Sandhill.com

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Zinnov Confluence Summit 2022

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As businesses make the transition to the next normal, organizations need to set new standards and upend old paradigms to build long-term strategic advantage while keeping sustainability at its core….

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M.R. Asks 3 Questions: Amanda Reed, CEO, CrowdSmart.ai

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When it comes to AI programming, CrowdSmart.ai is moving beyond eavesdropping on social media and polling customers like test subjects. Rather, Amanda Reed and her team are working on pulling information from the collective’s intelligence.

A third-generation silicon valley entrepreneur, Amanda began her career in start-up sales and marketing, followed by early-stage venture capital, and she most recently led long-horizon innovation for one of the world’s largest sovereign wealth funds. Her new role as CrowdSmart.ai’s CEO is an exact fit for their use of collective intelligence and AI to help people make smarter decisions.

M.R. Rangaswami: The Great Resignation and customer frustration are two of the biggest consumer issues. How do you reverse these trends with AI? 

Amanda Reed: From my perspective, the essential frame of mind to retain and grow employees and customers in 2022 is how to offer them authentic engagement. It’s time we moved beyond eavesdropping on social media and polling our customers and employees like impersonal test subjects. Instead, we can use AI as a facilitator to draw these very important people and critical relationships into a virtual ‘room where it happens’ to anonymously and asynchronously work together to co-create successful strategies and products.

With AI we can do this at scale from a single cross-departmental project to hundreds of thousands of citizens.  Our concept of collective intelligence reduces human bias that affects decision accuracy while also creating an opportunity for iterative learning and recognition of the most influential ideas and participants. It is a critical idea and feedback loop that draws people in like a game and creates incredibly rich and predictive data. 

Typical top-down hierarchies have a hard time accessing and leveraging the knowledge and experience that exist at all levels in an organization. Our approach is to use AI to make it easy for anyone to harvest this insight and bring it into sharp focus for their specific purpose. CrowdSmart helps close the gap between top management, the customer front lines and the customers themselves.


M.R.: This sounds different from what people think when they think of Ai and decisions. How does it work?

Amanda: We’ve harnessed recent advancements in deep learning and NLP to create a patented AI that learns from human reasoning in real time. Our AI does not make decisions, it is designed to assist with the type of complex decisions that only humans can make and help predict their outcomes. In a CrowdSmart online conversation, the AI is working interactively with your fellow employees, customers or partners to proactively uplift diverse ideas and test for alignment at every step.

As the group anonymously learns and iterates with each other’s ideas and feedback, they are also refining the ‘signal’ and creating both qualitative and quantitative recommendations in real-time to the conversation organizer. You don’t need an analyst on your team to help you decide what to do because the results are clear and easy to understand. CrowdSmart provides the scale and speed to collect and refine the intelligence of the people around you so you can make smarter decisions.

M.R. I can think of so many places where this would be helpful, where do you start?

The pandemic has given us both the opportunity and the challenge. It is a fulcrum moment to rethink where ideas come from and dismantle the ‘inside vs. outside the company’ or the ‘exec suite vs. frontline worker’ mindset. When people realize they can easily capture the intelligence of people around them and those people will feel validated and valued, they have tons of ideas on how to use it from daily collaborations to very large projects.

We are making CrowdSmart simple to use by integrating it with Zoom to bring instant clarity to large calls. Zoom call organizers can quickly and easily ensure equitable participation and refined insights from any group by launching CrowdSmart during the call. They get real-time results on the call, and if necessary can avoid call fatigue by taking that same conversation and group of people off-camera and online for additional conversation, continued iteration, and ultimately very clear results.

CrowdSmart is a cloud service that supports companies, non-profits and government agencies with critical functions such as innovation on products and services, as well as strategic decisions such as how to grow revenue, which companies to buy and how to best optimize the integration and operations post-merger.

Our customers are often surprised by what they learn as CrowdSmart surfaces and refines new ideas that weren’t part of their original thinking. We are a purpose-driven business with a focus on helping everyday business users capture the insight of the people around them. We are also passionate about CrowdSmart’s opportunity to support major issues in society and we are proud to support leaders of social impact projects that fulfill our mission to help people understand each other and make smarter

M.R. Rangaswami is the Co-Founder of Sandhill.com

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Leading Through Change and Embracing the Chaos with HubSpot’s Yamini Rangan

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What does it take to lead through an era of exponential change?

Nascent trends — virtualization of the workspace, online learning, virtual health, and e-commerce — accelerated exponentially. Understandably, leaders have struggled mightily to address these overlapping changes simultaneously, dealing with economic, health, and logistical crises that have unfolded at top speed.

Watch this fireside chat between Yamini Rangan, CEO, HubSpot & MR Rangaswami, Founder, Indiaspora which will deep dive into:

– Her journey, learnings & pitfalls
– Shift to digital first & white spaces on the path on innovation
– Building right customer experience, specially for enterprise versus SMBs
– Metrics that matter while navigating complex buyer archetypes, silos, changing digital priorities, customer churn etc.
– Role of partnerships and acquisitions About NPC2021 (Dec 1-4, 2021)

The 18th edition of NPC is themed at “World class from India” is all about the transformation of businesses & lives, powered by technology and the ingenuity of India’s innovation ecosystem.

We are striving towards developing a seamless, transparent, and inclusive digital ecosystem that is driven by India’s world-class innovation capabilities. We are at a cusp of a product revolution which would be defined by two key things, ‘Technology & Innovation’, which is the core to develop world-class technology products and creating a robust ‘digital talent’ ecosystem to position India as a global talent hub. Leveraging the virtual nature of NPC this year, the content curation and speaker selection was aligned to what practitioners and aspirants of technology would look for.



To know more about NASSCOM Product Connect and its initiatives visit: https://nasscom.in/about-us/what-we-d…

Connect with us:
Facebook: https://www.facebook.com/nasscomproduct/
Twitter: https://twitter.com/NASSCOM_Product
LinkedIn: https://www.linkedin.com/showcase/nas…
Instagram: https://www.instagram.com/nasscom_pro…

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SEG’s Annual SaaS Report: 2021

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SEG’s Annual Report labels 2021 as an outstanding year for the software industry. M&A activity and valuations broke records once again. SaaS deal volume grew an astonishing 40% in 2021,…

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M.R. Asks 3 Questions: Elay Cohen, Co-Founder & CEO, Saleshood

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Elay Cohen is the Co-Founder and CEO of Saleshood, a Sales Enablement Platform. Recognized by Entrepreneur magazine as a “mover and shaker” in sales leadership and listed by LinkedIn as one of the world’s top sales experts.

Named Salesforce’s 2011 Executive of the Year by Marc Benioff after creating a Partner Relationship Management category and product line at Salesforce, Elay’s experience in B2B sales effeciencies is thoughtful and comprehensive.

M.R. Rangaswami: Why is sales enablement exploding now? 

Elay Cohen: There are three main factors. First, the pandemic has accelerated the need for organizations to have solutions to enable sales teams that are now mostly distributed and remote. Second, there’s been a tsunami of investment and funding announcements that has resulted in many more software-as-a-service (SaaS) companies. These companies want to grow fast and are looking for levers they can pull to achieve this growth. And third, sales enablement as a software category has matured to a point where senior sales and marketing leaders are measuring and correlating positive impact.

According to the B2B tech marketplace G2, sales enablement has recently surged in popularity, experiencing a 343% increase in adoption over the last five years, with significant impacts on sales (76% of organizations see an increase in sales between 6% and 20%). Compare this to a decade ago, when many organizations were not yet prioritizing sales enablement as a growth lever. Sales enablement has evolved from being a nice-to-have to being a must-have mission-critical system for growth.

At Salesforce, we created the sales enablement discipline and processes to ramp our sales and customer teams faster. Salesforce CEO Marc Benioff had the vision to invest in sales enablement before it was a common business practice. We knew with sales enablement as a growth lever we could realize revenue faster.

It was the rocket fuel that propelled us into hyper growth. Based on our experience and success at Salesforce, we started Saleshood because the market lacked a scalable SaaS platform purpose-built for sales enablement.

M.R.: What changes to the sales profession are we seeing during COVID that will remain?

Elay: The simple truth is we’re not going to revert back to 100% in-person selling. The sales efficiencies realized during the pandemic will continue. Sellers and buyers appreciate the benefits of being remote and collaborating digitally.

People have become protective of their time. There’s less friction in the buying process and sales cycles are compressed. Sales tools like digital sales rooms (DSRs) where buyers and sellers come together to collaborate and drive better engagement are on the rise. Companies need to master digital selling or risk falling behind and losing out to competitors.

M.R.: With so many sales enablement tools being funded, what’s going to happen to the market?

Elay: We’re going to see massive consolidation in the sales tech space. Today there are so many solutions in the sales tech stack and they’re all in varying stages of maturity. Sales enablement, revenue operations, data cleansing, virtual selling, conversation intelligence — you name it. There are simply too many categories and there’s a ton of overlap, which will lead companies to start looking at their stack and questioning how many they really need. The same kind of consolidation happened in the marketing automation space in the early days of SaaS. The companies that rise to the top will be those that can deliver a seamless experience with tightly integrated systems and an end-to-end workflow that can win over the hearts and minds of their users.

Another trend we’ll see in the sales tech space is revenue teams will expect their systems to be smarter and more tailored to their roles and scenarios. AI (artificial intelligence) is playing a big role in defining the future of sales. It will streamline systems, workflows and processes for sellers (and buyers), helping to deliver more actionable insights. Expect to see AI become the standard in the sales tech stack.

M.R. Rangaswami is the Co-Founder of Sandhill.com

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What is the Rule of 40 for SaaS companies?

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…and how does it impact valuation?

The Rule of 40 for SaaS companies is a useful metric for private equity investors and strategic buyers to measure the performance of SaaS companies. The Allied Advisers’ reports shows that companies which exceed the Rule of 40 tend to trade at premium valuations compared to companies that do not.

The Rule of 40 is a good metric for founders and entrepreneurs to keep in mind as they build their companies into global leaders.

Allied Adviser’s Rule of 40: A Brief Analysis

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M.R. Asks 3 Questions: Fiona Smythe, CEO, MedaSystems

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After selling her patient-pharmacy communication platform to Cardinal Health in 2020, CEO Fiona Smyth started her next health-tech company: MedaSystems.
Here, we talk about what works and what challenges arise being a for-profit enterprise with a primary motivation to improve patients’ lives

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M.R. Asks 3 Questions: David Moricca, Founder & CEO, Socialive

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What started as a vision for an online music creation platform for kids, Socialive has turned into a rapid growth service for enterprises. This conversation with David is a great reference for entrepreneurs who have developed a technology with one function in mind, but are willing to pivot and adapt to meet an entirely different market’s demand.

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M.R. Asks 3 Questions: Ran Ronen, Co-Founder & CEO, Equally AI

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For tech companies who want their digital products and platforms more accessible? CEO Ran Ronen believes it starts with an intentional approach and more capable resources.
However, if that feels too abstract to be useful, our conversation with Ran breaks down the major obstacles to web accessibility, how tech entrepreneurs can build a better internet for everyone, and who are the beneficiaries of accessibility solutions.

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M.R. Asks 3 Questions: Mia Millette, CEO of Skyline Technology Solutions

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It’s a rare find when you see a female CEO running a male-founded tech company, but that’s exactly what we found at Skyline Technology Solutions.

Mia Millette serves as Chief Executive Officer where she leads the execution of the company’s overall mission and vision. Mia was appointed CEO in 2021 after serving as Skyline’s Chief Operating Officer (COO) beginning in 2018. In this role she leverages more than two decades of technology and business experience to advance Skyline’s strategic initiatives, with keen focus on enriching the lives of those served by the company. 

M.R. Rangaswami: Can you tell us about what products or services Skyline offers that are unique in the market? 

Mia Millette: We do a lot of work in the transportation space. From the fiber in the ground to the design, implementation, and monitoring and management of the networks and devices that are utilized by transportation agencies – we do the full stack. About 12 years ago, we noticed a pain that was being experienced by our customers; they were struggling with how to share their traffic and other closed-circuit TV (CCTV) camera data with other organizations and jurisdictions. As you can imagine, every stretch of road has multiple jurisdictions that own and support devices and, if there is an accident, or a planned event, or an unplanned security, safety, or weather event, these jurisdictions need to be able to communicate and share the video immediately and securely regardless of video management system or jurisdiction. 

This is where Skyline developed a solution. 

Our Claris video interoperability solution allows video data from various CCTV systems, that have different video formats and are not inherently interoperable, to be ingested and normalized for sharing. It then aggregates and distributes this video to a presentation layer where it can be viewed by almost any application used by other jurisdictions and without any proprietary software. Our native mobile video viewing application uses the presentation layer to provide video to any device that has a browser; think Traffic Management Centers (TMC) and Network Operation Centers (NOC) workstation, mobile laptop, a police Toughbook in a patrol car, tablet or smartphone, and other devices. The video sharing architecture allows one agency to see another agency’s video in their native viewing application without the need to purchase new CCTV software or systems. 

 

M.R.: If video isn’t inherently sharable- what other use cases do you see for your solution?

Mia: It’s actually pretty amazing. When we walk into a traffic management center regardless of state and talk to them about our Claris solution, they immediately say that they didn’t realize that so many of their problems have already been solved. So, while the transportation space is a nice sweet-spot for us for traffic cameras and the sharing of that video cross-jurisdiction, we also love serving the Public Safety market. Our video solution uses HTML5 compatible CLSP, which is low latency video sharing. This means that jurisdictions who utilize our solution will be able to share in near real-time, which is a game changer in a 911 situation where a local business, organization, or school system needs to communicate with a 911 operator or the police and can provide near real-time video situational awareness

 

M.R.: It sounds like the solution has great growth potential, where is Skyline Technology Solutions headed? 

Mia: We think it’s very important to understand your market and to provide the best cohesive solutions that complement each other. That is why we have initially focused on Transportation, State and Local Government, Public Safety, and Education. We feel a special obligation to these markets, the first responders, and to all the people that they serve. These workers are responsible for the safety and security of their citizens, and all of these markets require innovative connected solutions to deliver that security. Ultimately, we are focused on providing solutions to enhance the resiliency and reliability that these important markets need to support their initiatives.

In terms of where we’re headed, we are most excited that we’ve only just scratched the surface of Claris’ growth potential. We often say our solution is agnostic; it doesn’t care where the cameras are pointing. We are breaking into multiple new markets including commercial and high density residential real estate, large volume retail, and even large-scale events. Any organization that has a high volume of cameras that they need to integrate, share, and analyze to improve their safety, security, or operational effectiveness.  

By providing end-to-end complementary solutions and services, we are uniquely qualified to understand the complexity that our customers need to deliver the customer experience they desire for the future. With that focus and detailed understanding, we are excited for the future and look to expand our platform to serve the broader community of interoperability needs. 

 

M.R. Rangaswami is the Co-Founder of Sandhill.com

 

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M.R. Asks 3 Questions: Manny Medina, CEO, Outreach

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You’ve likely heard of Outreach – (the #1 Sales Engagement Platform) which might mean you’ve heard of their explosive growth in the past year with CEO, Manny Medina at the helm.

Their 2020 growth wasn’t an unfamiliar feeling for Manny.  A former lead on Microsoft’s Windows phone Business Development team in Latin America and Canada, and engineering Amazon’s compensation system for Amazon Associates, Manny has led his teams with a tight focus on opportunity outward and depth of understanding of his customers inward.

M.R. Rangaswami: What caused your revenue to explode during COVID?  Did you beat your original 2020 plan?  What was the key factor?

Manny Medina: We beat our 2020 plan. The factor was that covid accelerated the digital transformation across the board and created a rush to both more efficient, productive, and remote, all at the same time. All companies wanted to do those three things right away. COVID presented a challenge and an opportunity in the same package. If you were not growing coming out of the pandemic, you were left behind by years, and no one wanted to be there.

So, companies we had been in conversations with who were thinking about digital transformation and supercharging their sales team all came to us in a rush through the pandemic. They seized the opportunity to take market share ahead of everyone else and used this time to grow faster than their competitors. That is still happening right now, as things start to open back up.

M.R.: There is a lot of hype around AI (and many stories of failure) – what has Outreach done differently to make AI successful for Enterprises?

Manny: We are in a new era of B2B software – you have to be showing them ROI all the time. You need to grow with your customer. So new software needs to be able to get smarter as your customer gets smarter, which is where AI comes in. The future is that every customer will have their own growth, own pace of innovation that’s based around their needs as they grow and get better. Our AI all about adapting to our customers so they can track their progress and push their growth in their own environment.

Take Kaia for instance is custom ontologies – every time you enter a content card in Kaia, it will train in your environment which is different than any other customer’s environment. You have to make your rep better, make your pipeline bigger, drive more opportunity creation, and drive more revenue. That’s what we do consistently and that’s why people buy us.

M.R.: You almost went out of business once (you were selling your companies computers) – now you have raised nearly $500M, how to keep the lessons you learned when the company was days from going out of business alive today with your 1,000 employees?

Manny: It’s all about storytelling and making sure that I am always painting the opportunity ahead. Our opportunity ahead when we were on the brink of collapse was large. The opportunity ahead of us now is significantly bigger. So if we can keep telling the story around the opportunity – there are 30 million B2B sellers and we have less than 1% of that. That crystalizes our mission and shows how far we can go. The opportunity we have in front of us is larger and more exciting than when we were smaller and running out of money. That’s how we keep our drive.

M.R. Rangaswami is the Co-Founder of Sandhill.com

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M.R. Asks 3 Questions: Umesh Sachdev, Co-Founder & CEO, Uniphore

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“Passionate about making machines talk,” Umesh Sachdev, co-founded Uniphore Software Systems with the aim of revolutionising interactions between human and machines.
With patents in Speech Recognition Technologies, Umesh and his teams were ready for the hyper-growth Uniphore experienced over the past 18 months as the world’s consumerism moved to online, requiring comprehensive digital customer support.

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Connecting with Bill Gates: Networking in a Shrinking World

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Is there a chance that Bill Gates is part of your extended network, but you had no idea about it?
In this Zinnov Podcast conversation, Nitika Goel chats with MR Rangaswami – a serial networker and network builder, about the difference between a network and networking – and what it takes to build a network in the digital construct

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M.R. Asks 3 Questions: Ori Eisen, CEO of Trusona

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Have you met The Fraud Father? You’re about to.
Holding over two dozen cybersecurity patents over a lifetime dedicated to protecting individuals and organizations from fraud – Ori Eisen, Founder and CEO of Trusona, has a lot to offer those who are keen to protect their digital assets.

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M.R. Asks 3 Questions: Steven Raucher, Co-Founder & CEO of RapidDeploy

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After losing his brother, Steve’s life and career trajectory changed forever.
Leaving his 20-year career on the London and New York trading floors, Steve became a first-responder for the South African National Sea Rescue Institute (NSRI), then co-founded RapidDeploy – a public safety software company that focuses on reducing emergency response time.
Steve is no stranger to corporate change and pivoting and this pandemic is no exception.

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