8 Burst results for "Diane Greene"
This Week In Google
"diane greene" Discussed on This Week In Google
"The fat. No, I'm just saying that you would kind of go in the micro kitchen to the guy that just, you know, spent two years of his life that he'll never get back. You know, so I mean, you know, so there were some casualties of this sort of thing. But yes, I do agree. I miss that whenever they, whenever he got promoted to a level where he wasn't involved in the day to today management anymore. And they backfill with a bunch of academics who are fake it till you make it guys. And then you basically get things that should have died, but didn't die because they're like, oh, well, we have the money to do this. Let's do it. See? And then Ruth's point. I was talking about Diane Greene, are you? I'm not going to say anybody in particular that I might be talking about, whatever. I miss Google+, Richard. Jeez. Yes. No, I had 12,000 followers on Google+. Bring it back. Yes, I miss it. It was a nice platform, but what's your sense of how they went about this? Do you have any idea or was it a black box? You know, I'll be honest, I have no idea because obviously I did not expect this to happen. I mean, I have about a thousand of these little tip notes that I write to myself about how to do things. That were tied to Google keep on my corporate account that I'll never be able to access. Right. So I mean, you know, if I had known this was going to happen, I would have because there's no company secrets in there. It's just me telling myself, oh, now me tell two years from now me how you type in the thing to do the things. You know, that is my mother in law's birthday. Oh no. That's good. No, I understand that. I have a note somewhere that says how to set up an SSH public private key logins. That is kind of like a get out of never remember, so I kept getting in a note, and then I just pull up that note. And so I understand that. They gave you no time to do anything. I guess they don't want you writing nasty farewell in that. Well, I mean, you know, I think that Sundar even said that from the reason that they did it like this was because obviously Google is protecting a lot of very private information of billions of consumers and they didn't want any, you know, whatever they think of you as an individual, they don't even want the risk of someone when we do the same. I hate to say it, but if we've had to fire people, we've done the same thing. You cut their account access off. Pretty standard operating procedures. And this has got to hurt. You said you have some severance time. Did they make you apparently they didn't make you sign an agreement not to talk to the media? Oh, well, I haven't seen that agreement yet. Okay. Okay, so yeah. I think they are, so since I'm technically an employee still, I mean, I think there's like a thing they ask you when they do this. What are they going to do? Fire, yeah? We could take away his could they take away your cobra or something? I mean, they might be able to do something. I mean, obviously, I don't want to be and just as a legal disclaimer, I am not trying to give away any secrets to rural things. And in fact, we're not trying to get those out of you at all. We're just trying to put a human face on something that is so inhuman. And so easy to report on, but when you say 12,000 people lost their jobs, that's a lot of people going through a lot of hell. And I think I really wanted to have you on so that people could understand. So what's your plan now? What are you going to do? Well, I will say I've been incredibly humbled by the response of so many of my friends that when they found out that they've reached out to me to offer me other opportunities to do new things. That's awesome. So that does dull this thing whenever, you know, you're being reached out by other people to say, hey, you know, do what you do, just do it for this other outfit, right? But and there are a couple of really interesting opportunities there. Yeah, I'm not saying I'm going to go work for the Saudis. But whatever. Not on air. On the other hand, they got some money. And if they called and. It sounds like your skills, particularly in networking, yes? Yes, so I have worked on. And one of the things there is really no substitute for experience. Right. So essentially, I've seen many, many, many things fail. So and I don't know if you're familiar with this, but like all the technology companies have what I just proverbially called the WTF meeting. Yeah. Where whenever you have 500 switches crash and 70,000 servers go offline instantly and without warning, you have. You have this meeting where the service owners that are negatively impacted by this event are they come in and they look at you. And the way I like to describe it is like it's like in the original Superman with the guys on the wall. You know, where they're like, guilty. Guilty. You'll see. And then, and then, you know, it has to be unanimous Darrell and then he likes to stick and they're in the phantom zone. Anyway, so it's like that. In the meeting. And then they say, dude. And then most Google services are actually dual homes. So that your Gmail is in two clusters and your calendars in two clusters. So if a cluster dies, you can still access your email. So most users don't notice that even something bad happened. So you could have this post mortem and something horrible happened. But since nobody noticed, then you get to play the a if a tree fell in the Woods to the other trees laugh at it. Google down isn't trending on Twitter, so this is the nothing burger, you know, that kind of thing. Yeah. If Elon calls would you, I think he might need some networking help. What you consider going over there? Well, since I did work on Starlink, which is one of his little babies. That's right. The only way you can sustain, by the way, a 10,000 satellite constellation in low earth orbit where they degrade and fall back into the atmosphere and they die within 5
The Paul Finebaum Show
"diane greene" Discussed on The Paul Finebaum Show
"There's no way that firm is ever going to miss on anything. Well, you know, last time I heard that was, you know, and enron and AIGA off file bankruptcy because they couldn't miss either. And when they say it's too big to fail, it means it's not too big to fail. So I just never heard that many buzzwords come out of one now. No. He definitely, he sold me. I've got a couple of dollars I'm thinking about just donating to him because I believe so much in his cause. Well, you know, that's very kind of you Paul. I mean, you probably need to donate it to a leave or Tylenol because the stocks and I go up to all your listeners need headache medicine. You know, by the way, I don't know why. I mean, I'm not in charge of marketing and advertising here, but that would be, can you imagine the advil call of the day, just take three advil and you'll feel better in the morning. And you feel better. Well, you know, the skip Golding call I was actually riding up the road yesterday for that and you know, you got to admire the man for defending his son, but on the other hand, his son's got to be thinking, oh, God dad, you know, I'm a grown man. I'm making millions of dollars a year. I don't need you defending me and you're, oh, you know, there's those saying that to get a bucket of manure, you can either stir it and it keeps smelling or you can let it sit and it gets a little crushed and quit spelling and to me all he did was stir the bucket of manure. Yeah, well, I don't mind you calling and defending your son. I don't mind you being unhappy, but when you start threatening and you're a licensed trained attorney, I don't know how you can interpret anything other than he was threatening legend in that call. Well, I agree, but you know, since you're a call with Jim Paul, I couldn't hold a candle to you, Paul. I could not hold a candle to you asked and Jim that question and you know you can not have a logical discussion with an in logical person. Well, let me ask you this, William, you've done a lot more depositions than I have when somebody refuses to answer something that's so basic that it's on your birth certificate, what does that what does that tell you as someone who is looking for holes in people's story? Let's tell you, they've got a lot to hide. They got lost. They don't want to talk about. It's telling you it's time to call the judge and have them held in contempt of court if they don't answer the question. Well, you be careful on those roads getting back to east Tennessee. I got caught in Chicago, traffic, leaving, and I got a long way to go. I'm just now going through Indianapolis and I got a long way to ride. I wish your program would go until that midnight so I could listen to it. Well, I'll tell you what, I've got your number. I am going to send you Jim from Tuscaloosa's greatest hits. It's an 8 track that he put out back in the day. Hey, thanks. You'd be careful out there. Let's go to Chris in Texas at hello Chris good afternoon. Hey, how you doing, mister Paul? I appreciate you taking my call. Thank you. First things first, I have never heard more cry, babies in Alabama. They got more excuses than Hillary Clinton. They were too high. The band wouldn't there. I mean, it's ridiculous. Hey Chris, I mean, tell me, tell me I'm wrong but I mean, I've been in a lot of locker rooms in my time. And I don't remember any of them being climate controlled. They're usually pretty steamy, warm. Yeah. Yeah, when it's a 100°, is it really matter and by the way, if you're an athlete, and you're out there sweating, do you really want to be in a cold environment? No sir, 'cause I work, I work outside a lot of times and you go inside and they see, man, it kills you. No, yeah, no. I'm the same way. I mean, I'm not saying I want to be a 100° inside, but I'd rather not be cool either. Yes, sir. Look, but then another thing I would like to say is if you remember correctly, Alabama has never beaten, takes it before the national championship, right? You're right, yeah, Brian had a Brian went over Texas. And so Nick Saban plays in the first series of the game and he takes out Coke McCoy. Okay? So this game, this guy's got a 125 yards. He had two interference calls that didn't get called in the end zone taking away and now they're panicking so they all board goes in there and hitting and doesn't light hit and then we going down he turns him to the side and slams him on his shoulder. It's like that quarterback out. Let me do that. Let's get a reaction to that from an Alabama fan who's accusing Alabama of dirty dirty play. What about that Larry? Oh man, you know, it's football. That's what you told me. Two I got two, three hundred pounders. And ripped his helmet off and head butt and broke his nose. You told me, hey, Larry, ask your football. And that's what I'm telling that person. That's just football. Yeah, get over it. Damn, you want to play hopscotch go get with the girls. And we had our condition units. The player was kind of dwarfed. Anything about it. I thought it was a third on the planes. What left over? What kind of food did they eat on the plane, Larry? Yeah, I know it must have up, huh? 'cause I should have lost something between Alabama and Texas because I got to ask first round on our Friends, we learned there's no down there. We got two receivers coming back. Hopefully the God, but I don't blame that guy about threatening legend, but I don't think it was a serious threat. I don't think nobody takes the hotel. I'm at our taking first in one of us come back, but that's serious now. And you could probably say that. So you believe that coach golden, you don't believe he was threatening legend when he when he said what he did. Yeah, but I don't like it. Oh, thank you. It lands in my God. He deserves it. I mean, shit. He advised about killing somebody, father killing on their wheelchair. I mean, come on, man. Hey, Larry. Larry, hold on. I don't believe legendary bragged about killing someone, okay? Well, he's dragged it around with him, you know, it's always said something about it, but not always hilarious. You understand this. I mean, when you go to jail for, I don't remember what degree. When you go to jail for murder, you're probably going to carry it around with you for the rest of your life. But I will do my legends never bragged about it. I think legend has talked about remorse and repentance. Yeah, okay, so what's your excuse? You admitted that you admitted on this show that when you were a policeman, you would smack people around yeah, I told you what happened. And everybody else would have done the same. Well, I don't remember what happened. What exactly? What exactly did you, Larry, what exactly did you do as a cop when somebody mouthed off to you? I didn't hurt nobody like that and I spent on me in custody and calling my mom and I put the merch on him that screen test for a movie actor and let him read some of that metal, but I never had a complaint. I never had charges filed on may. But probably half the prisoners have the prisoners were unconscious. They were, they didn't remember who beat them up. I like to use a good service. My man. And how many times did you try that little screen test routine? Well, yeah. So my spit on you what would you do, pal said Diane Greene about it? I just asked him they won't be a movie star and it's gone. Okay, hold on, and now they need that screen. I say, well, you failed the screen test. We are officially out of time for this program. We appreciate all of you for being a part of it. Some really interesting guests today will see you right here tomorrow. Thank you for listening to the Paul fine bomb show podcast. The Paul fine bomb show airs weekdays on the SEC network beginning at three eastern.
Code Story
"diane greene" Discussed on Code Story
"The best fit for us. Even to this day, but in the early days, we're looking for folks who want to solve a hard challenging problem and want to build a really successful company. And we know if we're able to do those things together, that employees will have lots of opportunities to grow and flourish and be successful. And so those are the specific kind of characteristics, personality wise we were looking for. On the tech side, we in the early days were looking for a full stack engineers. So people willing to write front end code, build data pipelines, build kind of API level components as well. And then we knew we were going to invest in machine learning capabilities. So we were looking for those specific skill sets for an engineering perspective as well. Even from the early days to now, how are you maintaining your team culture? 'cause I hear you saying you took a unique perspective and the titles, you know, you don't do the title thing. How are you maintaining that as you grow the company? I think culture is an area where you need to continue to focus and reinforce day in and day out. So our culture starts at our core values, which are drive insight, supportive and authenticity. And we interview for those values. So we look for folks who support those values, they'll come in and kind of embrace that culture and drive that culture to be even more successful. We also have a program where we actually give kudos or credit when people demonstrate different values of our structure. And so that's another way that we reinforce the strong ties that we've built. Clearly during COVID, it was difficult. I think we hired 30 to 40 people throughout that two year timeline. And so one of the things we did last year to kind of reinforce culture was actually to bring everyone together in person. And we actually went to Portland Maine for a couple of days. And that was a great way to reconnect with people, meet folks you had never met face to face except for over Zoom. And a great way to kind of reinforce and build culture. This episode is sponsored by web app IO. Web app IO helps developers build world changing web applications. Faster than ever before. Add things like product screenshots, cypress test recordings, technical SEO health, and even full stack review environments to get feedback without being blocked by staging servers. Web app IO takes care of speeding up end to end test disposable staging environments. And continuous integration, all in one place. You can focus on shipping website changes instead of managing your DevOps. Try it for free at web app IO slash code story. That's WEB APP dot IO slash code story. This message is brought to you by immediate. Did you know that financial stress is impacting 9 out of ten of your employees performance? This means that the quality of your employees work is being compromised. And essentially, robbing your bottom line. That's where immediate comes in. Immediate helps businesses recruit retain and engage employees in a rapidly changing job market by providing on demand pay solutions. The immediate solution provides employees with on demand access to their earned but not yet paid wages. This is accomplished through simple integrations with the employer's current payroll and time tracking providers at no cost to the employer. The media is the premier on demand pay solution designed to improve the quality of life and financial well-being of employees. Allow employees responsible access to their pay when they need it most. Find out more about immediate at join immediate dot com slash code story. So let's flip the scalability then, so did you build this to scale efficiently from day one, or were you fighting this as you grew and gained traction? When we first got going, we basically allowed the developers to decide which cloud platform we would build on. And they looked at AWS, Azure, GCP, and we ultimately decided on GCP because it had the best data pipelines and machine learning capabilities that we would need to support. And so from day one, we built the platform to scale. So we process millions of data points every single day around these tests that we're running, we're calculating things like performance of the tests, the visual changes that are happening. Obviously, if things are passing or failing. And so all of these get put into a data pipeline and observations are happening in real time to get insights back to the users. And so we're lucky enough that we develop this early on and it's been, you know, we're now at hundreds of customers, millions of data points, and it's still still no issues. You know, I'm going to take a little different approach with my scalability question because I'm fascinated by the auto healing portion of your product. If you're looking at one of your clients and you're pitching auto healing, how does auto healing help that client scale? So I'll give you a real life example here, Charles Schwab was using selenium previously to maple. They switched from selenium to Mabel because they were spending so much time on these on these broken tests. And so what Mabel is able to do now is with every run of every test, it takes basically an observation of all the different elements that a test is interacting with on the page. And any time any one of those changes, it basically keeps a history of those changes. And any time one of those changes would break a test, it uses the other locators we collect, which is like 35 different locators for every step of every test. To find out what changed and to find the new button and rerun the test and make it successful. That process of fixing a test takes seconds for us, but takes about 80% of the time, public key engineer on a day to today basis. So you can just see the massive amounts of time that Charles Schwab is now saving by moving from selenium to Mabel in terms of not having to maintain all these broken tests by this innovative technology we developed called auto healing. Well, Izzie, as you step out on the balcony and you look across all that you've built. What are you most proud of? The first one is the team. We, I think, have hired and grown and supported just an incredibly diverse and talented team. And so I think the first thing probably most proud of is the team. We have built so far. The second one is from the early days we've had innovative enterprise clients. Come on board with us and grow with us. Companies like Charles Schwab, JetBlue, NCR. So it's just super thrilled about the enterprise client base. We were able to build early on and continue to see scale. Third thing I'd say is from day one, we knew that we wanted to build a platform for quality engineering, and we've kind of gone through with that with that vision. So we went from UI testing to mobile web testing to API testing and accessibility testings in data. So I'm proud that we're able to kind of hold that vision and hold ourselves accountable for what we said we do to the investors early on. Well, let's flip the script a little bit. Tell me about a mistake you made and how you and your team responded to it. Yeah, there's been, you know, it hasn't been a drawer right all the way, right? There's been lots of challenges along the way. I guess one of the first mistakes was we underestimated how big of a technical problem this thing was to solve. Having to write our own domain specific language to replace selenium, having to make this really, really easy to use. So anyone without a coding degree can use it. But also flexible enough for the developers can use it, was a really hard technical problem. We really had to dig deep, spend long hours in the early days, making sure things weren't flaky and perfect the ease of use with great UX. It just honestly took a lot of time and a lot of companies in our space get stuck and we call it kind of the moat. You kind of go into the moat thinking it's going to be really easy to do this, but you oftentimes don't come out. And so we're just really happy we came out of that moat, but it took a lot longer. And it took a lot more money quite frankly than we originally expected. We spent a lot of time iterating on what the right model should be for this product. Originally, we said it's going to be a completely kind of sales list motion. It's going to be product led. People are going to try it like jira and use it and buy it. In fact, we start with ecommerce to start off. But what we realized was these enterprise clients, they want to hands on proof of concept. They really want to get deep into the product and technology. And so we've gone from this product led ecommerce model to now very experienced salespeople and technical engineers to help customers along that journey and to make sure they're successful in the enterprise side. So what does the future look like for Mabel the product and for your team? Yeah, there's a couple of things that we're looking at right now, so the first one is continuing to expand our value proposition beyond purely functional testing. So we're looking at lots of non functional test features or capabilities. First one being accessibility is my web application accessible to people with disabilities. Another one is around performance and load. Not only is my application working, but is it working under distress or full load of lots of users? On the team side, we continue to expand geographically, so you will see us double down in the Japan market, which has been a great market for us, and then also expand into Europe. Lastly, we started an initiative around diversity, equity and inclusion. I'd say about two years ago now, and it was just this small kind of team of folks on an ad hoc basis meeting once a month to see what we can do to improve our stance on DEI and this year now we have 12 people across the company participating. We have budget dollars assigned to training initiatives to hiring to education and so that'll be a continued focus and investment area quite frankly for us. What should she do, is he? So who influences the way that you work? To name a person you look up to or many persons and why? One person I really, really have looked up to as influence me personally is Diane Greene. She was the founder and CEO of VMware. And I joined VMware back in 2006. We were about 500 people and very quickly grew and went public and was very successful, but she always had this focus on transparency, which is we shouldn't be hiding anything from anyone at the company. Let's share everything to make sure people have as much information as possible to understand what's happening across the company and to make their lives easier by having the right data to make the right decisions. And so, you know, we try to do the same thing here at Mabel. We share everything except for comp in equity across the whole company. We even share the board deck every quarter with the whole company. In effort to make sure people are aligned, they have the information they need, they can be self driven to make the right decisions for their own throw an area. And Diane is great. Actually worked with her again at Google a couple of years ago and she's just fantastic. So we talked about a mistake earlier, but a little bit different spin. If you could go back to the beginning, what would you do differently or where would you consider taking a different approach? I think that we would have moved earlier to an enterprise sales model as opposed to making expecting things to just work from a product led perspective. I think if we had done a little bit more research in terms of the target customer, we were going after how they wanted to be served, what they were looking for from a vendor. I think it would have made our lives a little bit easier early on we probably got more traction early on. So last question is so you're getting on a plane and you're sitting next to a young entrepreneur who's built the next big thing. They're jazzed about it. I can't wait to show it off to the world. Can't wait to show it off to you right there on the plane. What advice do you give that person having gone down this road several times? It's not going to be easy. So many entrepreneurs have this really great idea and they have a clear vision on how they're going to execute on it. They think they completely understand the target user and the pains that they have. But it's hard. It's very difficult. I find that being as in depth as possible and to all of the different scenarios, options, competitors, pricing, landscape, you know, technology, it's just doing your research as much as possible and derisking as many areas of your project or your solution is super important. So what does that mean? If you think you've talked to enough customers, talk to double that. Because you might get some different perspectives. If you think you've run enough permutations from a packaging strategy, think about more, right? Think about how you can be different and how you can be a little bit more innovative. I think doing your homework and doing more than you think is enough is really important for any early stage entrepreneur to be to be successful. The other thing I'd recommend and we've done this here at Mabel is getting some outside advice from advisers. You know, asking people who have experience doing perhaps what you are exploring to do to come on board and help you as an adviser, whether that's meeting once a month or being on call. We have a couple of advisers, one on the technology side, I can think of specifically one on the sales side who's been really, really helpful for us to think through different problems we're exploring. Both great sets of advice and I really love the go the extra mile one. Well, Izzy, thank you for being on the show today. Thank you for telling the creation story of Mabel. Thanks a lot, Noah. Thanks for having me. And this concludes another chapter of code story. Code story is hosted and produced by Noah lab part. Be sure to subscribe on Apple podcasts, Spotify, or the podcasting app of your choice. Support the show on Patreon dot com slash code story for just 5 to ten bucks a month. And when you get a chance, leave us a review, both things help us out tremendously. And thanks again for listening..
Bloomberg Radio New York
"diane greene" Discussed on Bloomberg Radio New York
"You so much Well with everything going on in the world I love love when our Bloomberg team draws our attention to innovation going on around the world And I definitely saw that last weekend of Panama some of the unicorn startups in Latin America Now it's Ashley Vance's turn in a story in this week's new upcoming issue of Bloomberg business week out later on this week To me is introducing us to a company that discuss its business with the news media Bloomberg for the first time Yeah I had never heard of it before reading this story The company's called meter It's founded by two brothers and it's got a new way to get workplaces online as well as some noteworthy backers as well Join us now is Ashley Vance features writer for Bloomberg businessweek Ashley's also the author of Elon Musk Tesla SpaceX and the quest for a fantastic future Ashley joins us on the phone from Palo Alto California Joel Weber is the editor of Bloomberg businessweek He's with us in the Bloomberg interactive brokers studio Joel is actually right a couple of brothers such as these could go off in the graduate college early They could go off and they could basically do anything They could go work at a crypto startup or start their own crypto company They choose to solve a problem that many people would say wait a second that's not necessarily the you know for lack of a better term sexy thing to be doing right now That's right Although maybe starting another crypto company wouldn't be the right call right now either Good point What I liked about the story was just when we think about the way the world works there are things that the world seems to maybe have forgotten and have you tried turning off that router You have bad Wi-Fi is one of them And I've done that at home many times I've turned it on to during the pandemic It worked sometimes The other place that that happens is in offices And it makes these brothers interesting is this whole startup is about bringing better Wi-Fi to the office which hey in these times of RTO anything counts right Ashley so where did this idea come from Yeah well these brothers are fascinating I mean to your point anneal and sunil vien sanni are their names and I mean they're kind of throwbacks to me They had this business in college and installing networking equipment at offices and they realized it was just too hard And so they decided to go fix the problem they'll all this new networking hardware and software at themselves but the big idea here is you're a company you move into a new office space You want to set up Internet It's still this kind of archaic process where you have to call about 5 different companies to make that happen And so they want it to be more like setting up your telephone or your water in your office where you essentially just kind of click a button or a button on a website and it appears And so it's one thing to for you and I to have this idea and I like to tell you were dating yourself there actually But they actually have an interesting rolodex and they were able to get some interesting backers Who did they call and who put money behind them Yeah the back is kind of like a who's who but that you can imagine And Silicon Valley you've got the Collison brothers who started stripe Diane Greene who started VA you got turban who runs silver Lake Sam Altman at OpenAI I mean the funny thing about this story is they list of investors is incredibly impressive but this company is operated for about 6 years It almost complete secrecy And so all these people somehow kept this a secret This is the first time the founders ever talked that anyone written a single story about this company called leader It's so interesting actually because these guys you know you could try to solve a problem from Silicon Valley or from Virginia or from New York City But these guys actually moved to Shenzhen because the hardware in this they really wanted to understand the hardware here Talk about what they did in order to really make it so they understood the ins and outs of the business Yeah I thought this was kind of when I started to think they were the real deal They had this previous networking business that they started in college and they took all that money and they just blew on a whim almost to Shenzhen and decided they were going to manufacture their own line of routers and switches and access points but they had to talk their way into it And so they lived in a hostel for 18 months and did manage to talk their way into a factory They would sleep on the factory floor and they had their beds They had no beds even in their hospital It was also of their networking gear And so these were two kids that you know they believed in themselves and then they wanted to know every little piece of how this works And so they funded before they got all these big name backers They funded all of that themselves and lived through it So I get it and I could see and as you report that a lot of companies they've already got a lot of clients out there some larger ones But is there success based on really lining up Massive companies who already have invested so much in their own networks at this point They want to get there but it's obviously a harder sell Traditionally what you do is you're in a building you've bought a ton of equipment probably for the Cisco you probably have people on staff who manage all that stuff You've invested millions of dollars to have the Internet working at your office And so to rip all of that out and bet on a startup is a little bit harder But if you're a company you could be a large company that's moving into a new office that you don't want to go through all that pain again with the idea as you call meter and they set everything up for you and Bill you per month And so I think that's the easier sell right now is startup companies moving to a new spot And once you're in the cloud everything goes great right That was good What else could go wrong here though Ashley I mean you know they've got serious challenges ahead of them which is like the network If your Wi-Fi not working at the office you're going to hear about it if there's some security disaster you're going to hear about that and possibly get egg on your face publicly And so it's a young company They have to prove that their networking gear is as good as they say it is So this is going to be it's going to be a long march that said they reminded me a lot of kind of like a young VMware Just if potentially this huge infrastructure play if they get it right And so it's a big deal Does a company like this Ashley in like I don't want to put the cart too much before the horse but it's got some big name backers and they're looking for an exit here Is this the type of company that IPOs or gets acquired by an established player Like a Cisco Yeah Exactly Yeah this is a concern because Cisco through the years has been a lot of the most acquisitive companies ever And what generally happens is as soon as you're doing well and networking Cisco buys you a Juniper by you and there's a tendency for the technology to languish Of course these founders as they always say you know probably they're not going to do that They're in this for the long haul They're going to be the ones who stick it out There will see if history is our guide Cisco tends to end up with this stuff but these brothers seem quite determined.
a16z
"diane greene" Discussed on a16z
"Salespeople stay in place. PL stays in place. They're separate. So for example, the MR bought a company called air watch. And they basically didn't touch it. There are other acquisitions that are basically mergers. They're like, okay, here's an existing Oregon. We're going to go ahead and squish you in that order. We were a merger. There was an existing networking team that we got squished into. That was actually larger than us. Those just tend to be a lot more difficult. And then, yeah, I mean, there's massive trust issues. You know, there's arguably inequity issues, right? Let's say two teams, both were working for four years on the same thing. One, you know, so the company for a whole bunch and the other one has to go ahead and adopt their technology or work with them or partner with them. I mean, that's kind of a tough thing to manage. And so having gone through it, actually, now twice. Infinite M and a happens the first order of business is to really, really make sure that communication culture operating all of that stuff is in place to manage the people aspect of the merger. So what are some strategies that founders should think about to make it work after the acquisition? What don't people know if they haven't actually lived through it? So an earlier selling this era, we actually had multiple companies that we were kind of thinking between. And then we decided that VM was the best strategic fit. We decided to go to VMware. So I called Diane green. So Diane Greene, of course, the founder of VMware was a CEO of VMware. And I said, Diane, you know, listen, we're being acquired by VMware. Do you have any advice or anything I should know? And she said something to me at the time, I didn't understand how spot on a prophetic was. She says, Martin, no matter what, don't give up your sales team. You must keep your sales team. I'm like, why, why is that? So not really knowing why when we are actually finalizing the details of the deal, I basically said, you know, with the CEO Steve landing, we're like basically, like in order to do this, we keep our sales team for at least a year. Steve may have known why we were saying that I had no idea why we're saying that. But it turns out that I think the difference between the acquisition being successful and not was the fact that we kept our sales team. And the reason is because in large companies, sales teams often carry many products and they are already used to a certain type of a buyer. And if you sell to a different buyer and or your product is more difficult to sail and the customers in a different adoption curve, it's very, very hard to get an existing sales team to sell it. The fact that we're able to control our own sales team, we had a bit of a different buyer, which is kind of network and security, which wasn't the current VMware buyer, like a 100% of their quota was our product allowed us to really build out sales. And so again, these things are situational. If you're in B2B and you do have a direct sales motion to sales team, I think keeping your sales is one of the absolute keys to being successful, post acquisition. It's almost that trust issue. I don't want to sell their stuff..
WABE 90.1 FM
"diane greene" Discussed on WABE 90.1 FM
"The Supreme Court will likely deliver a decision on Mississippi's restrictive abortion law sometime in June Mississippi bans abortions after 15 weeks And the court's decision could go as far as overturning roe versus wade paving the way for states to pass tighter restrictions and even ban abortion entirely Well a recent study explores what happens to women when they are denied access to abortion Chabelley coryza has been writing about this She's an economy reporter for the 19th Welcome to the show Thanks so much So this study is called the turnaway study and it was conducted by Diane Greene foster She followed a thousand women over a decade who were seeking an abortion what were the key findings Yeah this study is really interesting because it's really the first one that gives us a look into how the economic aspect of an abortion how this sort of falls into the calculus of the decisions folks make And so of that group of a thousand women there was two subgroups one group received an abortion the other group was too for a long to receive an abortion were denied care depending on the states that they were living in And so what we saw was that the second group the group that was unable to get an abortion it took them four years to catch up to the employment levels of the other group about 72% of the women who didn't receive an abortion ended up living in poverty compared to about half of the other group And so what we saw was that many of these women had been seeking an abortion specifically because they did not feel that they were in a financially stable place to have a child And then those who did not reach it fell deeper into poverty They looked at credit reports for these women later on down the road and found that 78% increase in the amount of debt for those who did not get an abortion 81% of those in that group had reports of bankruptcy evictions tax liens And so this is sort of the more tangible aspects that you can look at where you can see the pieces where really had kind of a chilling effect on their ability to advance economically Can you give us a sense of the demographics of the women who were most impacted Yes we know that low income women of color are the most likely to be severely impacted in these cases It's folks that have less access to capital maybe in jobs that are really precarious They could lose those jobs they might not have access to paid leave to sick leave to be able to leave to go even get the procedure We've seen that play out this year in particular And so we know that this group that is already marginalized already does not have a systemic barriers that they are facing to be able to get support they suffer the most and sort of it's sort of compounding what we see particularly for communities of color There's some other findings as well This study also found that women denied abortion had continuing mental health problems Can you say more about those findings Yeah the mental health piece is I think a really important one in all of this because there is a lot tied up in your ability to be able to support your child It gets really complicated because there's feelings of guilt There's feelings of you know difficulty you know this is the reason I didn't want to have this child because I was worried I was going to bring them into a life you know where they would be impoverished And so you know we know that that has long-term effects of your child that was born into a low wage family has long term effects in your ability with education with sort of long-term outcomes in your life And so it's something that follows you for some time During the arguments in the Mississippi case last week the Supreme Court appeared open to banning abortion after 6 weeks of pregnancy How would that time limit impact the financial equation for women who are seeking an abortion Yeah I think the thing that a lot of folks don't understand is 6 weeks you are barely even aware of a pregnancy at that point in time I mean many people don't even have symptoms at that point in time So it's a very very very tight window And so if you're trying to seek an abortion and you're in a state that has one abortion clinic which several states do Missouri has one chances as one and especially if you don't have the resources to even get there which for many folks are driving miles and miles and miles just to get to a clinic and then often times to have to return the next day or return in a few days because of additional rules around that it becomes really sort of financially difficult even to get that care What you're talking about here are the individual ramifications But zooming out a little bit here we heard Department of Labor secretary Marty Walsh tell the 19th that he was concerned that Texas abortion law could have dangerous consequences for employment in people's health What are the broader economic impacts of limiting access to abortion Your thoughts on this especially after going through all of this data and research You know it's time off work It's lost earnings it's increased turnover It's labor force participation All of these things are impacted There was a study by the institute of women of women's policy research that found that state level abortion restrictions can cause state economies about a $105 billion a year I was in Missouri and somebody said you know we're very pro life in this regions with their quote but you want to protect the unborn baby but we need to protect the baby that's born afterward And so what is the support for these families once these children are born And that's where it gets very tricky because there are ramifications in the front end but also later on Jebelli carrazana is an economy reporter for the 19th Thank you so much Thank you And we will have a link to the turnaway study adhere and now dot org With the holiday season comes the.
Wintrust Business Lunch with Steve Bertrand
Google Cloud names Thomas Kurian to replace CEO Diane Greene
"Operate. Google cloud. CEO? Diane green is leaving her post after three years she taken over as after her startup was acquired green says that she'd only plan to stay on for two years. But after three she'll turn her passions toward mentoring and education. Former oracle executive Tom Curren will take over Google cloud in two thousand
