40 Burst results for "Linkedin"
Daily Crypto Report
A highlight from "Crypto-friendly Rep. Patrick McHenry is temporarily taking over as Speaker of the House" Oct 04, 2023
"As a person with a very deep voice, I'm hired all the time for advertising campaigns. But a deep voice doesn't sell B2B, and advertising on the wrong platform doesn't sell B2B either. That's why if you're a B2B marketer, you should use LinkedIn ads. LinkedIn has the targeting capabilities to help you reach the world's largest professional audience. That's right, over 70 million decision -makers all in one place. All the bigwigs, then mediumwigs, also smallwigs who are on the path to becoming bigwigs. Okay, that's enough about wigs. LinkedIn ads allows you to focus on getting your B2B message to the right people. So, does that mean you should use ads on LinkedIn instead of hiring me, the man with the deepest voice in the world? Yes, yes it does. Get started today and see why LinkedIn is the place to be, to be. We'll even give you a $100 credit on your next campaign. Go to LinkedIn .com slash results to claim your credit. That's LinkedIn .com slash results. Terms and conditions apply.
WTOP 24 Hour News
Fresh update on "linkedin" discussed on WTOP 24 Hour News
"And 40 past the hour brought to you by PenFed. Great rates for everyone. 40 Jeff Claybaugh. Mortgage demand is now the lowest it has been since 1996 with 30 year rates now heading closer to 8 percent. Mortgage Bankers Association says applications for a mortgage to buy a home last week were down 22 percent from a year ago. Refinancing makes now up less than a third of mortgage activity. Two years ago it was two -thirds. Postings on LinkedIn mentioning artificial intelligence skills have doubled in the last year. The biggest increase in AI requirements is for jobs like cybersecurity consultant and digital producer. Downtown DC office real estate may be less attractive. not dead. It's Washington Business Journal says Chevy Chase based Artemis Real Estate Partners has paid $305 million for Metropolitan Square, a 650 square foot office building near the White House, likely the biggest sale this year. The Dow has turned negative if it is down a second. Jeff Kleebel, WTOP News. Alright, Jeff, 1042. Couples in the district may soon be able to get a speedier divorce. Under current law, a couple must wait 6 or 12 months. The DC council is moving closer passing to a bill to allow someone seeking a divorce to begin proceedings right away. Councilmember Brianne Nadeau, the bill's sponsor, says the change would help domestic violence victims to get out of an abusive relationship sooner. A law speeding up the divorce process in Maryland just went into effect over the weekend. There's a new way to find unknown photos of you that may be circulating online. What if I told you That that you could find photos of you or anyone you know in a split second. With PIM eyes, you can. brought to you by NetSuite. Gain control over your financials. Get NetSuite's KPI checklist absolutely free at netsuite .com This site is one of those things in life that you have to see to believe. The software uses AI to form what's called a reverse image search. Simply take a photo using your webcam or upload a photo of you or anyone else and PIM eyes finds photos of people who look similar, very similar, meaning it's scary accurate. In York a Times New test, it correctly found faces of people who had never seen those photos before, some even wearing dark glasses. PIM eyes does not search social media. Instead, it looks for photos posted with news stories, online magazine articles, post blogs, and even porn sites. I tried it on myself. Over 450 photos of me in point 3 1 seconds. The site again is PIMeyes .com. PIMeyes .com and get tech smart with my free newsletter. Sign up at get Kim .com just ahead on WTOP. The role of cutting edge treatments in my first year with lung cancer. I'm Neal Eikenstein. 1043. Have you been hit with a crippling cyber attack that stemmed from a third party vendor? Executive Order 028 calls for changes in cyber supply chain risk management to help agencies work with vendors more securely. Risk Recon, a MasterCard company, gives you the visibility to understand and act on risk in your cyber supply chain, giving you the clarity you need to do business with vendors who meet all compliance standards. Don't wait. Learn more today at RiskRecon .com. Ever have this happen? A stranger comes to your door and they tell you they're doing some work at your neighbor's house. promise And steep then they a discount if you'd like to have them do some work at your home as well. Hi, it's Chris Corwell. Why on earth would you use a company you've never heard of to work on your home? Who are they? Will they even be around in a few years? Look, your house is your biggest investment probably. If you need to replace or repair your roof, call Roof Masters. Roof Masters has been in business for almost 30 years and with Roof Masters, there never are any hard sells. They'll give you a detailed proposal with photos and measurements and cost options and then you decide what's right for your home and your budget. As with any work you're having done, remember always get three estimates.
Telecom Reseller
A highlight from CXPA Marks CX Day, A Global CX Celebration, Podcast
"This is Doug Green, and I'm the publisher of Telecom Reseller. And I'm very pleased to have with us today, Graham Clark of Amcor CX. Graham, thank you for joining me today. Hey, it's great, Doug. Good to be here. And we also have with us Patty Soltis of Upwork and also of the Florida Network and CXPA. Patty, thank you for joining us. Thank you for having me. I'm delighted to be here. And we have with us once again our friend, Mark Daly, who's helped us with many different things, been involved in many projects and also a co -host at the MSP Expo. Mark, thank you for joining us this afternoon. Always a pleasure, Doug. Great to be here. Well, you know, we were just talking about before the podcast began about this is sort of a pleasure to talk about a fresh topic, at least fresh in the last few weeks. The topic of CX and how, you know, this is such an important issue, actually, for so many of our readers, even if day to day, that's not always the central part of their day job or their mission or what they're thinking about and so on. So we're going to be diving into that. We're going to be talking about CX. We're going to be talking about something called CX day and something called CXPA. But, you know, agreement, Patty, let's first just take a look at what CX means. What do we really mean when we're talking about CX? I would take that, Patty. I would say that. Yeah, I'll take that one. Customer experience, when we talk about that, that's every experience and interaction that a customer has with an organization. It starts from when the customer first realizes or has the awareness of some kind of need or want and goes through that entire cycle, like everything in between, coming out on the other end where hopefully the customers ending up in an advocacy state. It's everything that flows through all of those pieces. It's funny because a lot of people will typecast customer experiences, customer service, or typecast it as the user experience. It's that and everything more. It's the marketing that happens. It's the technology that they use as they go through this. It's the digital contact that they have. It's literally every interaction that that customer has with the organization as they go through that whole customer journey with it. And the thing I always like to add in when I talk about customer experience is the importance that customer experience can have to an organization. Because when an organization is strong in customer experience and they understand how important that customer is to them, they end up with just much better financial results. And the other thing that always gets me about this is when somebody asks me, why is customer experience important? I always want to say to them, because your business can't exist without a customer. Without customers, you don't have revenue. Without revenue, you don't have a business. So it makes perfectly good sense to pay attention to the customer. And it's kind of interesting that it's so obvious and yet, you know, it's, I like what you're saying that you're basically telling me, because it's ubiquitous inside the company, it needs to be ubiquitous and everyone's job inside the company. It sounds like everybody should be thinking about how their work inside a firm or an organization impacts CX. Yeah, that's really true. I've actually seen some other podcasts and speaking engagements and things like that where people, we've played the game where give me a job and I'll tell you how it's connected to CX. Because there is literally every role inside an organization on that customer experience. And that's, you know, some of it's direct, some of it's indirect. Some of it is in how a product is designed. Some of it is in how feedback is taken in. Some of it is in what kind of setting does someone work in. But there is a way to connect every single part and every single person in an organization back to the customer experience. Now, with that said, what is CXPA? Maybe I'll take that. So CXPA is the CX professionals organization. So in addition to customer experience, which Paddy defined, right, which is the customer's perception of how they relate to an organization. There's a thing called CX and CX is or CX management is kind of the discipline. So about 20 years or so. Some people started to put kind of methods and practices around how do you make this CX thing work. And then, of course, 2008, Apple changed the world with the launch of the iPhone and real mobile became a thing and smart apps and social media, I mean, all that stuff. Right. So so CXPA is the global professional organization that sits at the heart is think of us as the IEEE of the CX movement. And so CXPA is an organization that exists globally. We own the most important CX professional certification, the CXP, which Paddy and I are both CXP certified. That's the CX, CXB, what does CXB stand for? Certified customer experience professional. Yes, they get one of those. But it is the most widespread and recognized customer experience certification in the world. And so CXPA's role is to be the gathering place for information, networking, meeting other like minded professionals. We like to say that the CX world is like a cult or religion. And if you believe, you believe. And as Paddy said, you know, fundamentally, companies survive unhappy customers and we all have customer experiences that we rave about. We're raving fans of people. I mean, I'm a raving Amazon fan and Amex is a big fandom of mine in the sense of they're one of my brands. And then we all have customer experiences. We tell our friends about it on the other side, like dealing with our media company about a trouble problem. Or you mentioned this was coming out at the same time as the MGM hack and all the misery that people went through somewhat at the part of the company, somewhat not the company's ability. But people will talk about what happened on their once in a lifetime vacation to Vegas. Right. For a long time to come. And so how do companies recover from that? So CXPA is just the gathering place, the professional association that sits at the heart. We sometimes call it the heartbeat of the CX movement on a global basis. Graham, you actually have CX in the name of the company M -Corp CX. We do. So M -Corp CX is we are a boutique CX consulting company. We were we were founded at what's generally recognized as the birth of the modern CX movement, which is 2002. CX has two birthdays like the king of England or queen of England, king of England now. One is around 1968 when a bunch of crazy marketing people came up with a thing called C -SAT for the American automotive industry. Right. They were called J .D. Power. And that worked very well until a guy by the name of Fred Reichheld in Bain decided C -SAT wasn't a good enough score. And he came up with a thing called net promoter score that people might have heard of thrown around. And Bain created a piece of software, floated that company out as a company called Satmetrics in 2002. And the two other big technology players in the movement, Qualtrics and Medallia were formed at the same time. And then that date is kind of one of those change dates where the last 20 years have been the movement. So in the last five, six, seven years, where every technology company, integrator, agency, BPO consulting company have formed a CX practice. And every company has realized this is a foundational thing that impacts their long term success. You know, most of those companies got into the business the old fashioned way by buying something like us. So in North America, we're the last of the companies. We're about 40 people strong. And so we have been we've been a core part of this of this journey for the last 21 years. And it's certainly an honor to be to be still here fighting the good fight with, for example, a company up there in the northwest where you're from. Microsoft is one of our biggest clients helping Satya Nadella move that company from a product obsession to a customer obsession. Intel, which has a big operation of Portland, we were talking about similarly big client, a lot of pharmaceutical clients, life sciences clients, financial services clients. So we're so it's what we do. We're not just a practice attached to another consulting company who will leave the CX movement the day it becomes not quite so popular. That's the reason and rationale that we exist and all we do. Patty, could you connect the dots for us between Upwork and also the work you do on CX and for CXPA? Sure. So just in case people don't know, Upwork is an online platform at the tech company. And what we do is we match organizations with freelancers. So we are a global organization. We have clients and we have freelancers literally all over the world. What we do inside the organization is we really work on what kind of experience are we providing to our clients and to our freelancers? And this gets connected on many, many levels. There's the the analytics group, there's the product marketing group, there's the user experience and user experience research group. Then there's the customer experience division. And we all co -mingle with each other, taking a look to see what can we do to improve that? The interesting thing is that when successful organizations are working inside a customer experience, what they do is they connect what's happening in that customer experience world and they connect it back to financial metrics. So one of the big things that we do is we take a go in and take a look at what is happening with churn and retention inside the organization. And we will take a look at that piece. Then we'll go in and take a look at what it is the customer saying, what it is that they need. It's called voice of the customer. And we will co -mingle all of that data to come together. And then we can go back to the organization and say, if the platform can do A, B and C, we think retention can improve by X and that will ultimately overall improve our profitability by this much money. So that's really what we do inside the organization. CXPA has been really good. CX has been around for, as Graham said, about 20 years now, but it's still very much a growing field. You look at how long other parts of organizations have been around, things like finance, things like HR, things like marketing, innovation. Those kind of areas have been around a lot longer than the CX division. So the CXPA really comes into pretty much our organization and every organization. And one of the big things they offer is professional development for us. And they offer that through a variety of different things. There's a really great mentor mentee program inside of the CXPA. There's a lot of webinars that are offered. There's the local networks that are out there for people to mix and mingle. And there's an annual event that the CXPA does. So there's a wide variety of different things that organizations can become involved with, inside the CXPA to help that development grow and to really help use CX as a tool to drive the organization. So Mark, you have had a front row seat for a long time in sort of both worlds, in the technology world and the CX world in large and small companies. You've with worked firms to try to organize both sides of that house to work together better and to have better outcomes. So what can you tell us about what this all looks like from the point of view, especially of the IT people that we reach? Sure, I appreciate that, Doug. Yeah, so I've got a technical background, former engineer, but also former sales manager, professional services consultant, that type of world. And one of the reasons why we're here today is I met these folks at the Florida CXPA and was very intrigued because customer experience to me has been around a long time. And using technology and doing it the right way gives that great experience to keep that customer for a long time. And we used to call it the lifetime value of a customer. And if you work with big, bold and old companies like I have in my career, some of the larger ones, they look at generational value of a customer. So not only did I capture you as a client and a customer, I'm now focused on your children as a customer. So I've been with the same insurance company for 40 years. My three children use the same insurance company as I do. And so it was a natural transition. Not all companies have that culture of CX. And so when I saw the advertisement on LinkedIn for Florida CX having a local meeting, I jumped on board and I was fortunate enough to that white paper that I did on AI last February, that was read by several people. So these kind folks asked me to present on AI and really around the customer support, autonomous support using AI. And we just did that a couple of weeks ago. And so I'm very much a big proponent of what they're doing. There's a CX day globally that's happening. I think it's on Tuesday, October 3rd. And these are the reasons why I want to introduce you to these guys, because it's all about the customer. And I learned that early on in my career. And they're the ones that pay you. Your managers come and go. It's about the customer. So I was at the point one time in my career, we used to use a secret shopper and we would call up an agent, not to try to trick them to try to get valid answers, but record the conversation. And then sometimes it was a horrible conversation. They just were not prepared correctly enough. But then I would play that for an executive in the company and I would say, OK, this is how your current state. Imagine technology. This is what it would be like using technology and IVR, for example. And there's a lot of different ways to use technology. And I mentioned AI a moment ago, but there's a lot of different ways to use technology to enhance the customer experience. And that's what I'm all about. So I'll turn it back to you. Thank you for inviting me. No, no. You know, this is the type of thing that I'm hoping to facilitate with this podcast that to connect. They're not necessarily separate worlds, but I think in large companies, they're often separate divisions, people reporting to separate organizations and getting it to work together. Patty made a marvelous point about it being really every or every person in the organization from the newest hire all the way up to the CEO. You know, whether you're washing the windows or or, you know, running the accounting or whatever you're doing, even if it's not customer facing, you're facing the customer. It seems to me, so, you know, so with that said, you know, I want to hear, you know, from from you guys, you know, we have we have a large community of carriers and companies out there that serve certain types of customers. The relationship has always been very stable, but it hasn't been poor. But they're now having to make a transition to probably a more customer facing, more active role in talking to their customer and new technologies, new things, introducing new connectivity and so on. And maybe you guys could tell me a little bit about how do you make that transition to to making sure CX remains there as you roll out, roll out the new technologies and the new products? That's a really interesting question, Doug, because a lot of people for a lot of people, it's a shiny object when a new technology of some sort comes along. And the most important thing that an organization can do is look at what is their strategy and how does the technology fit into their strategy? And the unfortunate part is that what most organizations do is they do it the other way around. There's something out there. It's a new, bright, shiny object and everybody wants to have it. But how does it fit inside the organization? And it's really important for organizations to be aware of what customer experience can do for them. I read a study recently and it said that 80 percent of customers will stay with an organization when they have a good customer experience. Eighty six percent of customers will leave an organization after one poor experience. There's a lot at risk there. I loved listening to Mark talk about the 40 years that he's been with his insurance company and now his children are part of. And that's what organizations should be striving for. It's a pretty well -known number. It costs five times more to acquire a customer than it does to keep a customer. So for an organization to be able to do what Mark's insurance company has done, that's really pretty valuable to an organization. So when you're looking at those technology pieces and you're considering how are you going to leverage A .I., how are you going to really make that part of your organization? You have to look at how does it fit in your company's strategy? How does it fit in how you're going to acquire and retain customers and really drive that customer experience? That's a slightly different spin on that, which I agree with everything you said. So thinking about, you know, the telecom reseller audience. Right. I mean, I come out of that world. Here's working with cable and wireless AT &T. I built I built a telecom reseller, which was a partner with AT &T and SBC and Verizon and Cisco and a boatload of other people supporting small businesses. And so thinking about it from a company in that market, bringing bringing new technology to market rather than inside. So the absolute foundational essence of customer experience is to understand your customer. And one of the biggest challenges that organizations that we work with from from tiny companies, like I mentioned, Guadalupe Valley Telecommunications down in southern Texas, amazing organization, very much a rural telecommunication provider to huge companies that we work with is how they manage. Customer change and customer expectation change. So one of the biggest challenges a lot of companies have got, Mark, you mentioned being with the same insurance carrier for 40 years. When you turn that on the insurance company, one of the things a lot of companies struggle with is that their customers changed in those 40 years. I mean, look at demographic shifts in the United States. Right. We're eight to 10 years away from being a non -primarily white nation. Right. Those things matter when you're a company trying to do business. So understanding the changing expectations of your customers that one day after Apple makes their new iPhone announcement a few weeks ago, everybody's running in going, why can't you do this? Amazon does this. Everybody's like, why can't you do this? And so and you're, you know, Gen Z is acting differently to your baby boomers. So customer personas, customer segments are becoming much more segmented. And you need to think about how do you deliver that magical, personalized experience to that customer as they change. An example of one of our clients over the years who's a retailer that I won't mention because they let us is one of the things they saw happening was the aging of the population. So they sell a lot of electronics products. And so they realized that their customers who used to be, you know, 30 year old, mostly nifty guys to be brutal about it 30 years ago. Right. Who were into the tech stuff are now 60. Right. And they're trying to figure out what to do with their smart TV that's on the wall that they have integrated with FaceTime on their Apple iPhone so they could talk to their grandkids on the other side of the country. And it don't work. Right. And so how do you service that? So I think understanding how your customers are changing, how their expectations are changing and how do you bring all the components to the table to serve that and then really getting into the telecom world. Right. Some of these things are foundational. Companies are focused on the nifty self -service chatbot leveraging chat, GPT, whatever other words you can come out of. Guess what happens when the phones don't work? When the customer can't get through, when the hold time is inadequate. Right. When the IVR scripting in a medical business takes you through nine options before they say, by the way, if you're having an emergency dial 911 as the seventh or eighth or ninth option as opposed to the first one. Right. So so things like, you know, voice and even the other types of telecom interaction and the connectivity and the service and quality of service are absolutely foundational to a company even having a hope of doing all these more esoteric things. And so smart companies recognize how their customers are changing, recognize what their customers want, including things like different languages of service. Right. We have a bank that basically 25 percent of their calls are now answered in non -English languages. Portuguese for Brazilians, Russians for Russians, Spanish. Right. And Indian, I mean, in Hindi for us, they have to service customers because that's what their customers want. So I think starting with the who is the customer? What does the customer want? How's that changing? And then how do you use what you have as a company in order to connect with those customers as they change and drive those segments is really the essence. And that is not easy to do, but it is straightforward and it is basic and it is, you know, eat your vegetables, exercise, don't drink too much, don't smoke. Right. And you will live a relatively long and hopefully relatively happy life. And I think CX is a lot like that. Telecom means everything to us. We can't exist without it. Good point. It's all digital. Everything's digital. It's all bonding together.
CoinDesk Podcast Network
Fresh update on "linkedin" discussed on CoinDesk Podcast Network
"They work with the SEC and the CFTC a lot. If they bring a securities fraud charge, that makes it easier for them to get a stay of the SEC's parallel case, or if the CFTC is involved to get a commodities fraud charge, makes it easier for them to get a stay of the parallel CFTC case. There are tactical reasons and policy reasons why they do it, but it's harder to prove and it involves a bunch of legal jargon that gets you away from the simple story of customer gave me money, I lied to him to get the money and I misappropriated the money. Touching on the securities and commodities piece of this, I think it's probably important for the audience to understand this has nothing to do with the sort of our token securities or commodities type discussion that we see in all of the Ripple and Coinbase and all of that. The prosecution has stayed clear of all of that. Wire fraud is the way you avoid that. Fraud is fraud. You don't need to get into whether it's securities fraud or commodities fraud. The securities fraud claim they brought here is a different claim. It has nothing to do with whether tokens or securities or any of that. It is fraud on investors in FTX. And so that is a much more conventional securities fraud theory. It has nothing to do with getting into crypto. Commodities fraud, too, it's about the swaps customers. They're not trying to go after everything more broadly. So I think that the government's avoided a lot of those complexities. Yeah, I think the securities fraud ones are very similar to what Elizabeth Holmes of Theranos was convicted of, because she is serving time really for having these fraudulent claims to her very wealthy investors and not for really what she did to everyday people who were customers of Theranos. But anyway, you know, assuming that he's convicted of at least, you know, whatever number of charges, what would you expect to see in terms of sentencing, especially kind of taking into account what you know of Judge Kaplan and obviously the magnitude of what happened here? I think Judge Kaplan is a brilliant judge, and I think he is a judge that either side would like to have before sentencing because he understands the law and he will do what the law requires. And if the government is wrong about something, he will hold them to task. He's done that before in cases like United States versus Stein, which was the KPMG case for many years ago and some other examples. But when it comes to sentencing, once somebody is convicted, Judge Kaplan is a very, very tough sense, very, very harsh draconian. He is what you would call colloquially a hanging judge. And I think that the defense has done a lot of things that will aggravate Judge Kaplan that will come back to bite them at sentencing if Sam Bankman-Fried is convicted. So, for example, Sam Bankman-Fried was bailed and then he engaged in conduct that the judge determined was essentially witness tampering, right? Like releasing a cooperating witnesses journal and doing things to try to basically deter witnesses from testifying for the government that offends Judge Kaplan. It made him decide to put Sam Bankman-Fried in jail, which gives you a sense of where the judge that that means the judge in his mind thinks this guy is probably guilty. He's not going to put him in unless he's sort of gotten comfortable that the evidence is very strong and repeatedly asking to be put out on bail even after the judge has made that decision, coming back to it over and over again. These are things that really could come back to hurt the defense if they get to a sentence. So if you were to put a number on how many years Sam might see in prison, what would that number be or or a ballpark? I don't know the guidelines here. One thing we should talk about is in the federal system, there's a regime that judges use to sentence. So there's a statute, Title 18 United States Code Section 3553A, and it sits out the factors that Congress has directed federal judges to consider its sentencing. And it's common sense things, the history and characteristics of the defendant, the nature and circumstances of the crime, whether or not the sentence should be imposed to deter others from committing a crime like this, whether there's a danger to the community posed by the defendant, the common sense stuff. But one other factor that they have to consider is what's called the U.S. sentencing guidelines. There's a commission. It does a study and evaluates data and has come up with a rubric of a way of calculating based on the characteristics of the crime and a defendant's criminal history, a range, a sentencing range. And judges do not have to sentence within the guidelines, but the guidelines are designed to create some measure of uniformity among judges across the country. It's supposed to be a starting point so that, you know, similar defendants who do similar crimes are treated roughly similarly. The judge can give a sentence within the guidelines. They can go above it. They can go below it. And one very important factor in the sentencing, it's sort of a lodestar that your starting point, your anchor is what are the guidelines here? They haven't been calculated. And I think that's going to be very, very important. Judge Kaplan has no fear about giving, you know, he's got the stomach to give a guideline sentence. The guidelines here could be astronomical given the amount of funds involved. If the jury finds that all customers were defrauded, you're talking about billions of dollars. The guidelines could be life in prison. That's what I was going to focus on. I obviously agree with everything Sam said. As far as how long with Judge Kaplan, I mean, we're talking, I think dollar values this size, we're probably talking in decades, not, not years. The question is, is how long he ends up actually serving maybe a separate question, things like that. Is there are ways that that can end up reduced at various points, but if he's convicted of what he's being charged of, given the dollars at stake, the number of people at stake, all the, all those things we're looking into very, very long potential sentence. I actually walked through this with Martin Shkreli on the show last December. He came on twice. Um, it was interesting. He, uh, I think what we came up with, it was something he walked through actually all the points. But interestingly, based on the dollar amounts, I think the highest number when you're looking at dollar amounts is something like $50 million, which obviously that's just a smidgen of what's, you know, at stake actually in this case. So based on dollar amount alone, it does lead you to believe it would be a harsher sentence, but I, he actually had the opinion that Judge Kaplan was a slightly more lenient judge in the SDNY system, actually, because he has been in that particular court a number of times, I guess that was how he concluded that. Like, I think he'd studied all the judges and something. So I, you know, I recognize he is not a lawyer. He's just somebody who's intimately familiar with the Southern District of New York Court. And one other thing that I wanted to say was, I feel like where we ended up based on the points, it was something in the ballpark of like 36 years. But then he was saying that since it's just a guideline, like it might end up being more like 24 or whatever, just who knows. And I don't even know if I'm remembering this correctly, but what's surprising to me is that you both are saying it will be on this harsher end. And then there was this Coindesk article by Nick Day, who, he's an amazing reporter, but he had an estimate in there of 10 to 20. And I was like, oh, that's not at all what I feel like I've been hearing from other lawyers. But who knows, maybe whoever he interviewed was saying something different. So if the defense gets 10 years for Sam Bankman freed, that would be a huge victory for them. I think the last case I can think of that's sort of analogous is the Madoff case. And, you know, Bernard Madoff would be the government's analogy here for Sam Bankman freed, although different stage of his life. But he was sentenced, I think, to 150 years. I was actually in the courtroom when Madoff was sentenced. I was a law clerk at that time, a law clerk in that courthouse. And I knew Judge Chin who sentenced him and he invited me to come. And I watched it. I was in the room and heard Madoff speak and heard the victim speak. And I think going into it, I remember thinking probably Madoff is sentenced to 20 or 30 years, maybe 40, which for him would have effectively been a life sentence. But Judge Chin wanted to send a message and he sent a very clear message, 150 years, the absolute maximum allowed by statute. You know, the difference here is Sam Bankman freed is young. And so that does raise questions about, all right, on the one hand, you need to send a message to society and perhaps to deter conduct in this space, deter criminal conduct in this space. But on the other hand, you know, in terms of this human, could he be redeemed? You know, do we really need to keep him in until he's in a coffin or is it possible that in decades he will be a person who can be redeemed and add value to society? And I think that's a hard question, especially when you're talking about sentencing a young person. I also think that, you know, there's some other key distinctions. I mean, with the Madoff situation. I mean, that was a Ponzi scheme that ran for decades. I mean, that was a, you know, that was a very different situation in some ways. And this was, you know, I mean, they, you know, FTX obviously grew very large, very quickly, but it was a bunch of kids in a bull run who, you know, expanded very, very fast in a untested area. And while that's not necessarily going to impact the trial itself the way that the defense would like it to, I think it's sentencing some of those things do start to play a bigger factor in, you know, in how you assess whether or not you put a kid away for life. So I think that, you know, I do think those factors will weigh in. That said, as between Martin Shkreli and Sam Enzer, if you're looking for guidance on what's likely to happen in the Southern District, I would go with Sam Enzer, not Martin Shkreli. Thank you, Kayla. Yeah, I would agree with that. One last thing I wanted to point out in terms of the Madoff comparison was that Madoff had $20 billion in cash losses and $65 billion in paper losses. So, yes, of course, $8 or $10 billion lost in FTX, a staggering amount of money. But the Madoff Ponzi was, you know, bigger. And then last quick question, given that Caroline, Nishad, and Gary all pleaded guilty, what would you expect the sort of comparison to be in terms of their sentencing? Like, you know, one third of what Sam Bankman-Frieds would be or one half or I don't know if you can even make that kind of estimate. That's a difficult one, given the variability on what his is. I mean, I think if Sam gets a very long sentence, I think theirs will be much lower by comparison, but it's hard to put numbers on it. I don't know if, Sam, if you have a sense on where those end up. Yeah, I think Judge Kaplan understands this systemically. He has to give a sentence that rewards cooperation in order for the government to be able to go to the next set of potential cooperators and tell them, look, if you cooperate, you'll get a lenient sentence, help us, and then we get to do justice. Judge Kaplan knows that as an institutional player, cooperators are a very important part of the government's arsenal. They have to be able to give a reward. Now, in terms of what do the numbers look like? I don't know enough about the particulars of each of their cases, but the way to think about it is they're not all the same. So, for example, the first one at the table gets the best benefit because they broke the logjam. They are the ones who help the government not just make the case, but perhaps were influential in giving the government the leverage to recruit the other cooperators, right? The other two may have been influenced by the fact that they fought or knew somebody else was already talking, and so that's an important distinction. I would bet the first at the table could get away with a sentence of no jail time. Would not surprise me. It's harder for the other two. And just to clarify, would the first one be the lawyer that went to authorities first and appears to have gotten some kind of immunity? Or are you talking about Caroline? I'm talking about Caroline. I think immunity means no sentence or non-prosecution means no sentence. Cooperation agreement is different. A cooperation agreement is I plead guilty. I agree to testify and help the government. In exchange at sentencing, the government will write us a letter to the judge. Pursuant to Section 5K of the U.S. Sentencing Guidelines, advising the judge that I cooperated and asking the judge to be lenient in light of the factors bearing on my cooperation. And interestingly, in the Southern District, which is different than many other districts of the country, the government does not recommend a specific sentence for cooperators. So they leave it entirely to the judge's discretion. In other districts, you may have a deal where a cooperator up front says, all right, I get five years if I testify. That's not how the Southern District does. Got it. OK, well, this was just an amazing exploration of how this trial might unfold. And I just so appreciate both your insights. Where can people learn more about each of you and your work? You can find me on the Jenner.com website, on LinkedIn, various other social media and usually popping up here and there at events and the like. But certainly start with Jenner.com. Yep, for me, I recommend you come to the Cahill website, Cahill.com. I'm on there. My biography is there. I also have a thing on on LinkedIn and you can see what I'm doing on the defense side now that I'm no longer working for the government, helping people to stay out of trouble and get out of trouble. All right. Well, it's been a pleasure having you both on Unchained. Thank you. Thank you, Laura. Always a pleasure. Thanks so much for joining us today. To learn more about Kayvon, Sam and the trial of Sam Thigman-Fried, check out the show notes for this episode. Unchained is produced by me, Laura Shin, without from Kevin Fuchs, Matt Pilchard, Wanda Ranovich, Megan Gavis, Ginny Hogan, Shashank and Margaret Correa. Thanks for listening.
Daily Crypto Report
A highlight from "Jury selection commences in FTX trial." Oct 03, 2023
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Daily Crypto Report
Fresh update on "linkedin" discussed on Daily Crypto Report
"It's 8 a.m. Eastern, October the 4th, and this is your daily crypto report. Bitcoin is up slightly at $27,575, ETH is up slightly at $1,647, and Binance Coin is up slightly at $212. As a person with a very deep voice, I'm hired all the time for advertising campaigns. But a deep voice doesn't sell B2B, and advertising on the wrong platform doesn't sell B2B either. That's why if you're a B2B marketer, you should use LinkedIn ads. LinkedIn has the targeting capabilities to help you reach the world's largest professional audience. That's right, over 70 million decision makers all in one place. All the big wigs, then medium wigs, also small wigs who are on the path to becoming big wigs. Okay, that's enough about wigs. LinkedIn ads allows you to focus on getting your B2B message to the right people. So, does that mean you should use ads on LinkedIn instead of hiring me, the man with the deepest voice in the world? Yes, yes it does. Get started today and see why LinkedIn is the place to be, to be. We'll even give you a $100 credit on your next campaign. Go to linkedin.com slash results to claim your credit. That's linkedin.com slash results. Terms and conditions apply.
Cloud Security Podcast by Google
A highlight from EP141 Cloud Security Coast to Coast: From 2015 to 2023, What's Changed and What's the Same?
"Hi there, welcome to the Cloud Security Podcast by Google. Thanks for joining us today. Your hosts here are myself, Timothy Peacock, the Senior Product Manager for Threat Detection here at Google Cloud, and Anne Hunchuvakian, a reformed analyst and senior staff in Google Cloud's Office of the CISO. You can find and subscribe to this podcast wherever you get your podcasts, as well as at our website, cloud .google .com slash podcast. If you enjoy our content and want it delivered to you piping hot every Monday, please do hit that subscribe button in your podcasting app of choice. You can follow the show, argue with your hosts and the rest of our Cloud Security Podcast listeners on our LinkedIn page. Anton, this is a fun CISO episode that's full of growth lessons, leadership lessons, interesting stories of migrating to cloud and one of the strongest endorsements of cloud as both risk reduction and business velocity improvement I think we've gotten on the show to date. What did you think today? I think so too. I think that we should not lament that the episode did not cover how to improve configurations of your cloud armor or how to run SIEM or any of this. It's a really good episode with a guest who experienced some of the lessons that clients are learning today, but eight years ago. So it's really fascinating that it's like for many companies, his past is the future and that makes his lessons hugely valuable. Hugely valuable and his advice is applicable to both CISOs all the way down to people who want to get started and get promoted in our field. And so maybe with that, let's turn things over to today's guest. With that listeners, I'm delighted to introduce today's guest. Today we're joined by Jeremiah Kung at AppLovin. Jeremiah, thank you so much for joining us today. I'm excited to have you here because we have something in common. We've both had the East Coast to West Coast experience. I started my career in Washington, DC, and I swear to God, the people I worked with at the startup I worked at First Shape, to this day, if I get drinks with them, they rip on me for wearing a suit to my interview with them. So the East Coast to West Coast interview, the whole thing is very real. So what's your take on that distinction aside from costumes for interviews? Yeah, I totally get it. I'm not a big fan of wearing ties either. It feels like a weak pair of hands slowly strangling me all day long. Yeah, for me, it's more of a metaphorical one. I was born a West Coast surfer kind of guy for the longest time, but career wise, especially making the moves, working for bigger banks, which I saw them as East Coast, let's face it, the bigger banks are New York, North Carolina. It's very suit and tie, very more button down, very much more about the controls, the frameworks, the committees, and infosec has to give the go ahead further than it goes to production. West Coast being out here with places like Palo Alto, where innovation is rampant and it's wonderful, you got to move fast. So you live by the speed and the velocity of your releases. And if someone's slowing you down, they're going to keep you from getting to market faster than your competitors. So it's a very different approach to information security. I remember earlier when I started speaking about this about a year ago, you can tell all sorts of funny stories about being at an East Coast company. And you know, all the red tape you have to go through and everyone kind of sighs and kind of agrees with that. But you know, at the end of the day, the West Coast, you have other risks you need to be aware of too, as well. And it's about trying to find that balance and attending to what the risks are. So the fundamentals don't really change, but out here, you have to innovate faster? Innovate faster. And I think really what you need to understand to have is a clarity of the risk, right, to really understand what the risk is. Coming from a big bank, of course, losing data is a huge thing, operational risk, regulatory risk, and there's all of that layers that you need to go through. With the West Coast, you really need to kind of understand, okay, how's this company making money? Where's all our data sitting? And you know, what are all our attack surfaces? So I think this is a basic step for anybody information security is to really understand what the asset inventory is, including intellectual and data assets. But it's not just small company, large company, though, because it sounds like if you're in the West Coast startup, your risk of just dying, the risk of startup going kaput, deep in my heart, I think it's more important than cybersecurity risk. I'm joking about it. But ultimately, I understand if I am a startup guy, the startup going out of business is a higher risk than security issue. Of course, security issues can also drive you out of business. Yeah, I get that. But that's not just what you're talking about, right? There are other issues. Yeah, absolutely. Other issues on that, because operational risk is again, if your competitors beat you, and you lose market share, okay, yeah, regulators are going to come after me or something like that. But it doesn't really matter. I'm out of business. What's the big deal there. But at the same time, if you do get breached, that's going to make you lose market share as well. So you need to kind of figure out what that balance is. Okay, that makes sense. So let's shift gears. This was actually kind of a cool intro. And it introduced the whole concept in my mind. Now I kind of think, hi, are you East Coast CISO or West Coast CISO? Maybe my greeting for the foreseeable. One other thing we wanted to explore, and this may have something to do with this cost dimension is, initially, when cloud computing public cloud showed up, the default stance from any CISOs was kind of slightly negative and, or maybe strongly negative or get this cloud out. I'm not allowing it in my company. So this was probably like a good number of years ago. Now, certainly this changed, and we see a lot of CISOs embracing cloud. But here's the thing. We hypothesize that there are CISOs who are active cloud fans who kind of want cloud because it's better. And admittedly, we have a CISO here, Phil Danables, who is of that type, but he joins Google Cloud because of the belief, presumably. Now, are there other CISOs who think cloud is just superior for security and they're driving cloud adoption as opposed to resisting it? What is your take on this? Yeah, that's a great point. I've seen both sides of the coin. I've talked to people on both sides of the coin on this one, and I'm kind of obviously in the more cloud -centric side, but I'm a little bit more in the middle to the left of that, if that makes any sense. I'm very pro -cloud. I think it deals with, very efficiently, a lot of the old concerns that you would have about security, patching updates and Vone scans and Vone updates and all that other type of stuff, because you can spin these things up so quickly, the fixes and release it out there. It's not, back in the old days, some guy with a CD running around from every server trying to load and update patches and stuff like that. You know, that's such a funny thing to pause on, because maybe this is my youth speaking. I sometimes forget that people had to do that. And I think for a lot of our listeners, it's hard to appreciate that, yeah, really, that's how it used to work. If you had to patch something, it wasn't Terraform Apply, my new version. It was a dude with a CD in a server room somewhere. That's crazy. Oh, yeah. Yeah. And if you were in a freeze period to try to do patches, you had to go through all sorts of updates and things like that to try to get in, and it gets all sorts of approvals. I think the dude with a CD is the least of your problems, is the talking to all the layers for making a change, submitting requests in paper forms, you know, ideal bureaucrats. I think the dude with a CD would be like, dude comes in, sticks a CD, and does the patching. That's fast. No, no, no. But some of that still exists, right? You still need change windows, you still need approval. So maybe here's the question is, how does Cloud, for you as a CISO, change that part of the equation? What's the non -technical changes? Improved. Not changed. Take the pessimistic stuff out. How did Cloud improve this for you? Anton, I think that's known as leading the witness. Okay, fine. Yeah. I feel like you're trying to give me what the answer is there. But I mean, I'm already on that side. It's really the visibility. Because, you know, being at Apple, we're strong partners with Google Cloud and being all in Google Cloud, I can really see where our assets are, I could see trends over time, I could see the logging and the monitoring and all the alerts and the phones all in one spot, which is very nice. But I get it, not every company can be 100 % in the cloud. I would imagine that a bank, you're going to at best be some kind of hybrid approach to that, depending on the size of the bank. And I could see and outsource a lot of the running around changing. I just had this question the other day dealing with some audits. Hey, show me when's the last time you changed and rotated your keys and how often that is? Well, being in Google Cloud, they do that for you. And you guys do a random rotation of that. Whereas AWS does it to make sure the keys are rotated every 365 days, according to NIST and TIP standards. You guys do a random rotation, which it could be two weeks, it could be 365 days, but at some point, those keys will be rotated. So that's kind of the intelligence behind to keep it random, to keep it fresh, to keep it on top. I appreciate that from a security perspective. And I don't have to rely on a team to constantly run, again, running it out and changing keys and this and that, even at a cloud level where you have to, you know, you can just terminal in and do that. This is just handled for you. And as we moved more and more to Kubernetes, more and more to serverless environments, these ways old of needing to do security become less and less impactful. But then again, there's always a new attack surface that has yet to be discovered. New problems are going to come and show and raise their heads from a security perspective. We're just on the way of discovering what those are. Yeah, that makes a lot of sense. So I want to go back in time a little bit to maybe when cloud was newer for you. I understand you were part of some big migrations back in the day. What did you learn about doing those, quote unquote, right? It was really lucky to be with Capital One 2015, 2016, sometime when they were deciding to be the first big bank to move everything 100 % into the cloud. So famously cloud forward. Yeah, very cloud forward. Yeah. So how did that go? It was a lot of sleepless nights, a lot of work, but it was really interesting. It was great to be part of that team to really learn how cloud can mitigate, how to move quickly, how to combine the teams. I think one of the things that I found to be the right way of doing things was they took a very strong two in the box approach, really kind of a three in the box approach. And what they mean by that is for those teams to move forward, the development team would have one lead that was the business lead and say, hey, this is what the customers want. This is what the industry and market trends are looking at. And then there would be a tech lead say, okay, this is what the teams can develop and how long it's going to take. And then I kind of squeezed my way in there to become that three in the box, the security perspective to listen, okay, this is what the business wants. This is what tech can provide. And here's the risk and the risk we need to mitigate. And to have that conversation was invaluable because you got it from every angle. You didn't just hear what IT said that I can only do so much and why is the business wanting that? You got to hear it from the business exactly what they wanted, how they wanted to do things and why too, and why this was important for the business. That makes a ton of sense. So what were maybe some, for people in a similar boat in the future, how did you get effective at communicating the risk to people? How did you help business understand that? How did you help IT understand that? What was it? The saying that they say, fools talk, cowards stay silent, wise people listen. And that was really kind of key for me on that one was at first listening to the business, understanding their pains, understanding what they were challenged with. This really helped me to assess my risk and also come up with mitigation plans that would work for the business. Again, same approach with IT is understanding, okay, what are their pains? Where are they coming from? And this way I can come up with what the plans should look like with considerations for everybody across the board. Okay, so... Wait, wait, wait. Sorry, Tim. I am kind of curious about it, but I'm nervous that we are kind of reducing all this to effective communication only. Is this... Sorry, this doesn't sound very right. But the point is that effective communication clearly had a huge role, but there are other pillars for success because a huge migration of the first half of bank to the cloud had other tricky elements, right? Yes. So that was another one. What we had was a very strong partnership with our cloud partners at the time. They had been sitting and working with, especially since there were no frameworks, there was no really references. I remember even the regulators at the time were sitting, okay, that's great. You guys are doing that. Can we just sit and listen to see what you guys are doing so we can kind of spread this out with the rest of the banks and standards out there? I think the key partnerships with your vendor, your cloud vendor specifically, was invaluable, providing advice and having that back and forth feeds. I remember working with one particular tool. We said, hey, this encryption standard is not really up to snuff. Could you guys work on that and develop something? And sure enough, I think within two or three dev cycles, they had something that was what we needed. To this day, I find that to be an ideal approach, working with my cloud vendors or just any vendors that I have. I appreciate those who will sit down, listen to me and hear my complaints and do the whole listening and coming up with an approach. I think almost all my security vendors I'm using, as well as the cloud vendors with you guys, have that type of approach. Okay. That does sound like real magic for a lot of more technically minded leaders I've met. So this is solid. This advice is worth the price of podcast alone in my mind. So to sort of progress further, like you mentioned that you learned those lessons quite some time ago and many companies are still learning them even now. And for some of them, cloud is with the future, funny enough. So now that you've went through all this and other lessons, how are you approaching securing cloud given differently the lessons? Like what are you doing better in 2023 regarding securing cloud compared to the original lessons? For me personally, it's a little bit different. Talking to some of my peers who still haven't made that jump, they seem to have that lack of trust of having their data set somewhere not on a server that they're under control over at some point and at their own personalized data center that they have, their own physical security, own the HVAC systems and all other type of stuff. They want to have that data. Okay. That's an approach. It's going to be tough to scale over time. I think one of the things that I found to be very successful here that's helped is reading a lot, a lot of reading, a lot of talking to other peers in the industries and a lot of vendors going to these discussions to stay on top of what the recent threat is and what the other trends are and what the solutions are out there. I think that's key. We're a community and that has to be pushed forward if that makes any sense to continue to talk to folks. I think sitting in your own little silo is not going to work very well. Well, I don't think I know. Yeah. I forget who it was on the show, but they said that security is a team sport. Yeah, absolutely. So I guess on that thread, actually, I want to pull on this a little more. I often joke with CISOs on the show that what they need is not another piece of technology, but rather a family therapist to help their relationships with other teams. What advice would you give to other CISOs, security leaders on first building better relationships with other teams, and two, how to get out of the saying no mentality and into that real collaborative listening mode? Yeah, that saying no mentality. I've talked to some CISOs like that who said, yeah, I'm looking to hire and I need people to join my team because I need them to get out there and say no as much as humanly possible. No, people don't actually say that? Explicitly said that? Oh, wow. Yeah. I just remember I stopped and I looked at him and I said, how are you doing, man? Are you doing okay? Wow. I can imagine his life was pretty miserable. Maybe if you're working on a highly top secret government project where you got to hide the alien bodies, maybe. That's a good example. Yikes. Yeah. I think a family therapist is a great way to do that, to work with their teams, but I think really at the end of the day, it's not that hard. Everyone wants to do a good job when they come to work, hopefully, and everyone wants to get along with their work base. I think the thing is just the key is to be available for them if they have questions. Try to initiate those conversations and also learn when to back off. Everyone's busy. They have a lot of their own success metrics they have to shoot for, so if you can be part of that formula, great on a day -to -day basis, but if they're a little too busy for you to come back at a better time, pizza and beer is always a good way to go as well, but I think it's just trying to be as value -add as possible at all times and be understanding that everyone's trying to get their jobs done as well. I think that's key. That's good advice not just for security leaders, but for PMs as well. One of my favorite pieces of advice for PMs I ever heard was framed as bring the donuts, and I think security is kind of this way too. With PMs, nobody invited you, and they can get along just fine without you for the most part, so you've got to really understand where they're coming from and what value you're bringing to the equation if you want people to work with you constructively. Yeah, it's knowing your role. Security can be a value -add and can be positive for the business, but a majority of the time we're kind of a cost to that business, a necessary cost and maybe, hopefully, a helpful business benefiting cost, but at a cost, nonetheless, people aren't usually going to go to the company for how secure it is, especially on the West Coast. It's about how much money or how handy their product is first. Security is kind of a second thought, but we can definitely work together on that. I have heard some pretty inspiring stories on this show and in my professional life of how security helps teams move faster by taking, say, risk out of the equation or automating away some risk, and so I think maybe in cloud, due to its nature, there's unique opportunities for security teams to be helpful there. Oh, yeah, absolutely. Usually, if you're already moving into the cloud, you're kind of taking a fresh start, and that's where you can really do the security by design. I get it. If you're on mainframes and you've been around for 30 years and now you're the new security person, it's really to go back and difficult to do security by design from the start, right? You're kind of retroactively trying to find fits here or there. But starting fresh into the cloud, it's like, okay, we could do this by design. AppLovin's been great about kind of doing that with protecting their data by saying, hey, I don't need a lot of sensitive data. We're going to try to use our own attribution formats and other types of formulas to grow our customers' business without taking on a lot of that sensitive information. So that helps reduce the risk, again, secure by design. So this is good, especially excellent. Okay, Tim, you can make fun of me for saying excellent, but this is excellent. However, excellence hasn't spread uniformly, right? And you do see people who are still in the saying no mentality. And regarding architecture, we do see a lot of people still stuck essentially in the 90s regarding architecture. They want to lift and shift, or they're even debating whether this new cloud thing is for them. So given your experience, what's your best advice for the leaders of these organizations where either the CISO is blocking cloud or maybe even CIO doesn't want it? So basically, they are not getting any of the benefits. And when they start doing cloud, they do it in a very on -premise way, the lift and shift way. Yeah, that's a tough one, because you're really trying to tell somebody to change their entire point of view. Yes, that's exactly right. Yeah, you need to have that aha moment, travel to Damascus moment for them. And I don't think I could give them individual advice to have that aha moment other than travel the world, talk to folks and, you know, experience and see what else is out there. I know for AppLovin, when we jumped over 100 % into the cloud, our business just naturally spiked because of the efficiencies, how quickly automating compute usage was with that intelligence to go up and down for what our demands were. That's amazing. And, you know, again, that's a strong partnership with Google on that, having just an incredible team that really kind of jumped to everything that we needed, which was fantastic. Not easy to find in the industries all over the world. So that was really helpful. But I think they need to talk to people who have those success stories and just to see what it is. I think at the end of the day, if those folks would talk to the business more and to see what the business needs, they'll kind of start to see, yeah, that it makes sense. That's where we need to kind of move towards. But that has to be that personality of I got to get out of my silo. I got to talk to people out of my comfort zone, because you may not be a business person. You could be a genius infosec person. But if you don't get the business and have that background, it's going to be difficult to travel far. Yeah, that's for sure, Drew. It reminds me of that saying, if you want to go fast, go alone, if you want to go far, go together. You really can't go far in security unless you can bring other people on board. And that's one of the things we've talked about on another show, I think, a CISO episode, talking about the challenge of developing people who've excelled for their technical skills as they rise in their career to then excel on non -technical skills. What advice do you have for those people to make that leap from I'm great because I can understand X .509 to I'm great because I can convince the person down the hall that our interests actually are aligned? Yeah, that's a great point. So even on my own team right now, I have people who are very smart, very technically have done some great things, and they want to get to that next level. So for me, to that level, to try to help coach them along those lines, I recommend understanding all the different domains and then having a very strong relationship with the business and spend time with them. I think peer mentorships and things like that to do exchange programs within the company are also very important to understand how the business works and just spending time with them. I think that's, I guess, it's almost like what a social CISO type of thing. It's just very social, and it's really about getting outside of your shell and understanding everyone else's pains and what their goals are to win for their game. That's really kind of at the end of the day, yes, technical, that's good. You need that, absolutely. But it's all about people, processes, and tools. It's a three -legged chair, right? So people are so key, and I think I find a lot of the really, really smart infosec folks tend to focus on the tools, and everyone ignores processes, right? No one wants to document anything, but that's also very important too. So those are the kind of key aspects. But this sounds like hard work. It can be, but it's really depending on your personality types. But it's really not too hard. There's a lot of great classes out there to kind of coach yourself through, and just the ways of thinking about stuff, which is good. I read this great book called Superforecasting, which was, Phil Tetlock wrote this, and it was really about a way of how to think of things differently. You don't have to be highly educated. There's these experiments that are to use folks to become, quote, unquote, superforecasters. Some of the best performers, one of them was a housewife who just had a high school education, but because once she learned how to use the little levers and stuff to do the math on this, it became about how did she see things and how she thought about things. And it was about, okay, most people would see an event and automatically change their opinion about something broadly. For her, it was about, okay, that changes my opinion a little bit towards this direction. And then she would gather more and more data, and each time it would move the dial to the left or to the right. And eventually, she was able to call out, yeah, in six months, this is going to happen. And she was right. I think it was close to 87 % of the time. People like that had that kind of approach is really helpful. And I think, again, that kind of breaks down from what we were talking about today is about seeing the trends and kind of seeing the forest of the trees and then looking at every piece of information. And they'll just stick to one piece of information, which might be legitimate, but have that kind of shade your whole approach. You got to see all sorts of factors to kind of come in and see at the end of the day. And I think if you do that, you're going to see that cloud's going to be, for most cases, not all. Again, if you're hiding UFO bodies, okay, maybe not. We'll see that it's an advantage. Well, Jeremiah, I hate to do this on such a note, but I have to ask you our traditional closing questions. Sure. First, do you have a tip to help people improve their security when migrating to cloud? And two, aside from super forecasting, which sounds great, do you have recommended reading for our listeners? Yes. Super forecasting was a great one. I read another great one recently called American generalship. I'm just about finishing it up right now. It's pretty good. It's ideal of how to become a stronger leader and a stronger follower at the same time too. This kind of helps you coach of, okay, this is how I can mentor somebody. And this is also how to be a good mentee at the end of the day. It also has a lot of really great military stories in the background on that too. So fun stuff there if you're a fan of the military. And I'm sorry, what was the other question? One tip, one easy to follow tip for people. Yeah. I'd say try to make a new friend inside the business. At least once a month, have these one -on -ones and have a cup of coffee. I think it goes a long way. I remember getting on an airplane ride home from one of these other team events, talking to sat down two folks that I don't normally work with and got to spend five hours instead of watching a stupid movie, sitting there and talking about their business and what they're seeing, talks of AI and how they're using co -pilot and chat GPT and all that other type of stuff. It was really fascinating to hear their point of view of what they saw from a line of business that I didn't normally do a lot of work in. That's a fascinating answer and fits with the theme of the episode, which I think might be listeners, go make some new friends. So with that, Jeremiah, thank you so much for joining us today. Thanks guys. Really appreciate it. And now we are at time. Thank you very much for listening and of course for subscribing. You can find this podcast at Google Podcasts, Apple Podcasts, Spotify or wherever else you get your podcasts. Also, you can find us at our website cloud .withgoogle .com slash cloud security slash podcast. Please subscribe so that you don't miss episodes. You can follow us on Twitter, twitter .com slash cloud sec podcast. Your hosts are also on Twitter at Anton underscore Jovian and underscore Tim Pico. Tweet at us, email us, argue with us. And if you like or hate what we hear, we can invite you to the next episode. See you on the next cloud security podcast episode. Bye.
Level After Next With Katie Barnett
Fresh update on "linkedin" discussed on Level After Next With Katie Barnett
"I love that, I love it. And so other than true fans, what else do you have going on? Like what can I send people to? I know you're on Clubhouse. What are you doing on your YouTube channel? Can you help me? Oh geez, just learning. Just kind of learning like about my content style. I have a lot to give. I feel like I know that, that I've got a lot to share, but I don't know. I'm learning, we'll put it this way. I'm learning how to package it all up and use all this camera equipment and script, right? And get it out of my head into a more presentable fashion. So I'm learning kind of my voice as a creator myself. I'm in this year-long experiment or I'm not even really looking at numbers or anything. I'm just giving it a shot and sort of learning as I go. So my hope for that is just to give a ton of value away and make a lot of new friends and connection opportunities. I'm right there with you. What I have to say and give about stuff, truly. So that's been fun. And it's been a lot of learning, like both hardware and software and just the mental and physical obstacles of being consistent with that. But I'm having fun in the process. And then, yeah, I own, I'm a partner in a company called ercapprove.com, which is more so in the financial realm where we, have you ever heard of ERC before I even dive into it? So the ERC is called the Employee Retention Credit. It is a tax credit, not a loan, that was created due to the pandemic, essentially. So all these businesses got wrecked because of various things, supply chain issues, government ordinances and rules and such. They lost employees, right? They showed revenue declines. There's all these qualifying things that if a business owner with W2, excuse me, employees faced, they can be awarded up to $26,000 per W2 employee. So because that's complicated for people to do while they're running a business, we built a service that helps them do that and maxes out what they're qualified for. And if they do qualify, they don't pay us anything upfront. We give them, or we take a 20% fee in lieu of helping them submit their package to the IRS on behalf of their business. And we take a service fee for doing that. So that's one business, that's ERC approved. Yeah, and then I own a couple of software platforms where I more so kind of sit on the board on some that we've built and we own equity in, but I don't have to go into all that stuff. No, I just love it. I think it's incredible. And it's been what, like 10, 12 years and you've just kind of built this huge new world for yourself as far as a career goes and it's continuing to grow. I just find that so, I don't know, inspiring and impressive. And it's exactly what I love to share with my audience is like, is just that. So, I mean, I would just love, a lot of times what I ask my guests is like, we talk so much about these big things that people do. And it seems that every guest has had this huge shift, right? And we decide like, hey, I'm not actually just gonna sit here, do the thing five to nine, not be with my family. I'm gonna try and create something bigger. And I know a lot of people listen and they're hearing it. They're just not hearing it for themselves. And so what would you say for those people? It's your responsibility. It's not up to how you feel about your response to your ability. You know, if you have a song to sing, a dance to dance, a gift to give, and you're not doing it, you're going to regret that when you're older and becoming older is a lot closer than you think. It's the reality. Like your time is ticking. You don't know how many years you're given and it's a gift. And there's this story about this guy's doing an interview. I think it was Bradley. He's doing like the Zoom interview with a guy and he's like, okay, you know, I'm gonna put, how would you feel if I put $10 million in your bank account right now? And the kid's like, oh man, that'd be great. You know, I'd love that. Yeah, put that in my account, 10 million. So imagine there's 10 million in your bank account. You're gonna be pretty happy. But the caveat was that Brad told this kid was, okay, but the only stipulation is you only get to live one more day. You're gonna take that 10 million? And the kid's like, no, keep it. And I think we would all agree with that. So the reality that all of us are putting life one more day beyond 10 million, we should live that way. So when you remember that story, it's like, okay, you have this day that's worth more than 10 million to you, but what are you actually doing and investing in yourself right, to procure your potential or to build on that potential and your gifts? No one has it all figured out. No one knows the way fully, but the people that are consistently putting a foot in front of the other and failing forward or figuring it out or have this like refined mentality on getting to success requires the pain of progress, they get there and they almost start to enjoy the process more than just the victory or the check or whatever it is. I love that. That perspective is I haven't heard that before and I think it's great and I can't wait to share it and have others hear it as well. I mean, that's exactly it and it's true. We all do value every day more than we realize, right? So I just love that. Well, okay, so we've got, I'm gonna put every different way to reach you. What are you up to on Clubhouse? I haven't been on Clubhouse in a while. How's it going over there? I was on there more to like explore initially and it had this big hype wave and then it just like crashed. It felt like people ran out of things to talk about. I don't know, or maybe like Twitter space has wrecked it. So I'm on there, pretty much everywhere on social media, it's at Tim Brannion. My website is timbrannion.com. If you're in the state of Indiana and you want some free state or federal help, you can hit me up on LinkedIn is probably the best place, Tim Brannion on LinkedIn. Going back to Clubhouse, you know what I think happened is like people just no longer could be live anymore. It got huge during the pandemic and we were all sitting around and could be live. It was such a cool idea at the time, the same way that all of these network marketing companies exploded because people were just sitting home and they're like, sure, I'll attend your online party. And then nobody really wants to do that. At the time, the idea of taking podcasts live was exciting and cool, but now it's like people would rather listen on their own time. I kind of hope that that's the case to some degree that we all unplug somewhat. And this is coming from a guy that owns software companies and social media. Like I think I'm curious and I'm always like watching consumer behavior people to try to figure out where to solve problems or serve or what's needed or wanted, where areas need improved. And I'm curious, I'm really deeply curious what the next even five, 10 years looks like with the dawn of some of this AI technology and how that's gonna impact social media. Yeah. And everything.
VUX World
A highlight from Customer journey analytics with Tim Friebel
"Hello there, ladies and gentlemen. Boys and girls, welcome to Vuex World. I'm your host, Cain Sims, and today we're going to be talking about customer journey mapping, analytics rather, customer journey analytics, I should say. There is a massive gap right now in the field of conversational automation and customer experience automation in general. A huge gap when it comes to analytics, in my opinion. Every single thing we work on, always you can't work on any conversational AI initiative without analytics, both interaction analytics as in what is this conversation successful? Is it achieving the goals that the business and customer needs? But there's two other layers that I don't think many are looking at. There is the customer journey layer, which is where are people coming from? When they're in that conversation, are you actually resolving the issue? Are they calling back four days later? Are they switching channels and trying to do something else on another channel? Is this the first time they're talking to you in a period of time or have they spoke to you every week for the last three weeks? There's a whole load of stuff that goes into understanding whether your efforts of improving customer experience are actually having an impact on you, so you've got to understand the customer journey. And then the level above that is the business. Is this thing actually contributing to the business? Is it generating revenue? Is it streamlining processes? Is it saving money? Whatever your goals are, you need to be able to measure it, quantify it, and tie it back to the conversations that you're having. These are the areas where I think there's huge gaps in many organisations' understanding and also their active implementations. People are beginning to get better at understanding the interaction level, understanding your NLU confidence scores, understanding turn -based analytics, looking at that fallback report. People are starting to get there. But the other two layers of journey and business analytics couldn't be further away. And so an expert in customer journey analytics is Tim Freewell from Genesys. He's currently the global experience transformation lead. He's got a wealth of experience in this kind of stuff, and he's going to join us today to walk us through some of the key considerations, some of the benefits, and also maybe some of the challenges that you might have in trying to implement all of this stuff. So without further ado, please welcome Tim Freewell to the UX world. Tim, welcome. Thanks, Kate. Pleasure to be here. Pleasure to have you here. Thank you for joining me. I know it took us a little while to set this conversation up, so I appreciate your patience and yeah, excited to get into it today. So where abouts are you going in the world? So I'm in St. Louis, Missouri. St. Louis, Missouri. Right in the middle of the United States. Most people, or some people, especially in Europe are like, where is that, right? So yeah, middle of the United States. Nice. That sounds good. That sounds good. And so how long have you been at Genesys for? So I've been at Genesys about five years. A number of different roles. Started as a business consultant, really focused on artificial intelligence for the contact center, focused on conversational AI for a couple of years. And then we actually acquired a customer journey analytics software called Pointless about a year and a half ago. And coincidentally, prior to Genesys, I worked in the customer journey analytics space for a little over a decade with a company that was kind of at the forefront of that. Frankly, we're too early to the market. The company was called Click Clocks. It's not really around anymore. But obviously, whenever we made that acquisition, it made sense for me to kind of slide over and help that team as well. So now really focusing on helping customers understand where they start from their AI strategy, but also how do we apply customer journey analytics to understand business impacts of these things that we're implementing. Nice, nice. So when you first began, then, the whole process with what did you call it? Click Fox. What was the situation then? What were the sort of like, I suppose, best practices quite a while ago now looking at your LinkedIn profile, like what was some of the best in class sort of like technologies, I suppose, at the time? And what did journey analytics look like then as compared to what you have now with Pointless? Yeah, no, it's a good question. I'd say the problem statement is still the same. We started with a perspective of, we actually had a product called customer experience analytics, right? And then through partnering with some of the big management consulting firms out there, the journey term started to take flight. So we latched on to that. And so you had, like I said, the problem statement is still the same. You still had analytics tools out there that were focused on maybe one piece of the journey. It was like, for example, Omniture, who was ultimately purchased by Adobe, was focused on the web and mobile customer journey piece of it. They're usually focused on the sales funnel. And then you'd also have people that were kind of doing reporting in the contact center. You'd have the voice of the reset, NPS, that type of thing. And really weren't connecting those things together. Fundamentally, it's hard to do, right? Because you have data coming from many different data sources that you're trying to connect together. So the problem statement was largely the same, is that how do we really see what customers are doing across all these channels and across time? So instead of it being just looking at one piece of the journey that's occurring within a couple minutes, potentially you're looking back six weeks or even six months. What's this customer experience as they're onboarding, things like that. So the problem statement is largely the same. The approach that Pointless took to it is very similar. Obviously, technology has evolved a lot to make the data collection piece easier, running in the cloud, all those kinds of things. So the how change involved, but ultimately the business problem statement was still the same. That makes sense. Yeah. And I suppose even today, perhaps the challenge is still kind of there, isn't it? I mean, if you look at something like Google Analytics, for example, or you mentioned Adobe Analytics there, like those analytics tools today are pretty good at focusing on one channel, web analytics, mobile analytics, and they can map a journey from the perspective of, okay, a customer comes from a search engine. They then go on this page, that page, this page, click this button, scroll to this depth, fill in this form, and then that's it. So I suppose when it comes to, especially when it comes to conversational AI, tying a conversation that might happen in an IVR system over here, or a chat bot on your website here, or a WhatsApp conversation over there. And those interactions are not just the only interactions that customers have. Maybe they start on your website, then call your contact center. Maybe they call your contact center and then try WhatsApp later. So in this sort of like omni -channel world, I suppose, would you think, would you agree with that actually it gets more complex to actually track the customer journeys in its entirety? Yeah, 100%. And because of all the systems that you mentioned, they kind of have all their own unique identifier for the interaction. So if you think about what, how would we identify the connectivity between these things, right? The contact center is going to have like a call ID or whatever the term is that you want to use within contact center platform. For the interaction itself, you're going to have the same thing with maybe a cookie ID on the website, as well as an interaction ID, et cetera. When customers authenticate, you get additional pieces of information, right? You might get their account number, their phone number, their email address, whatever. So there's all these pieces that are there, but sort of the secret sauce is being able to tie those things together across channels and have a cohesive view of what the customer's doing across the channels. Yeah, absolutely. We have some customers that we actually ingest like greater than 50 different data sources. So you're thinking about connecting together, billing data, potentially, I mentioned kind of voice of the customer, CSAT data, et cetera, even declines, ATM things like that. So you're really looking at a really granular level of the events that are occurring across all these systems. And then putting the business lens on it is what's this customer in the process of doing or trying to do? Are they trying to pay a bill? Are they new? Are they onboarding or trying to add a product? And those things, again, can take over time. Those things can take maybe a couple of weeks, depending on what type of journeys you're talking about, right? So you got, so it's not only the data connectivity piece, but it's also looking at it from the lens of the business to say, customers typically have, our customers, I mean, not the end customer, but typically have 10 or 15 core journeys, like what are the core things you can do with a brand? Like I mentioned, paying bill, onboarding, et cetera, et cetera. And so it's a different mindset of thinking about how do we actually run our business by that concept? Like how good is our onboarding journey, understanding that a customer might sign up for a new product online, maybe they need to go and create an online profile, then they've called the contact center, et cetera, over the course of those six weeks, right? So it's really kind of a different perspective to think about how are we looking at this customer experience. Yeah. And so do you tend to look more at analytics for exploratory purposes or or diagnostics analytics for measuring impact? Because suppose you could do this, you could do both, couldn't you? And that picture you were painting there of you've got 50 different data sources all plugged into one place. That seems to me a little bit more kind of exploratory and diagnostic based, like let's just ingest it all. Let's try and find the patterns. Let's try and find the issues. Then we can resolve something versus we've implemented something. Let's measure the impact of it. Like I'm wondering if you can give us a bit of a flavor for based on the customers you work with, where is most of the activity that you find that you're working on? Yeah, it's a really good question. And the perspective is it depends on where you're starting. And we always see, say the enterprise customers that have kind of grown to think about it as like enterprise journey management, they usually started with a specific problem and then added data sources over time because the questions they want to ask changes, right? So maybe where you start is probably the most common thing is let's look at what web pages or mobile pages are most likely to drive a customer and make a phone call at the end of the contact center or chat with the phone because then you're looking at upstream to say, are there areas to optimize that experience in the web and mobile channel that are actually going to reduce those interactions to the contact center because the customer was probably trying to self -serve anyway. But then over time, so to start that, you're starting with web and mobile data, maybe some contact center data. But then the next thing you might do is say, well, how was that experience on the web and mobile channel actually impacting CSAT? So let's pull in the voice of the customer data so that now we can start to look backward. And then from a, to use your word, a diagnostic standpoint, if we think about bots in the VUX context, I am a regular listener, by the way. If you think about conversational AI and bots, like that's one step in the experience. So inside of those tools, you have tuning and training tools. How do we actually make the bot? How do we optimize the bot? Did it do what it was supposed to do? But then taking a step back and seeing what impact to our business did that bot experience have? Like if we put a new intent in and we built out the fulfillment capabilities for that bot, did it actually reduce cost to the contact center? Did it positively impact our customer satisfaction, et cetera? So it's, you do have the diagnostic sort of in -channel focus from an analytics standpoint, but then you also want to take a step back and see, did it actually have the impact on our business that we expected it to have? Right. Absolutely. Yeah. What are kind of some of the challenges that, are the challenges the same today as you were alluding to earlier on in terms of kind of setting some of this stuff up? Cause you mentioned there, for example, you might start with website data and then you might try and put an intervention in on the website that then tries to reduce contact on the, in the contact center, but then you might pull in voice of the customer data. The challenge that I can sort of see there is these, I suppose, what's the word I'm looking for? These kinds of like numbers that you see on the website data, cause you might not necessarily be able to tie it to a specific individual. You've just got data, but then you've got voice of the customer data. And so it's tied that together, isn't it? To say, okay, this group of people on the website here had this impact on the CSAT. And it's the challenge for me seems to be like tying it all together. Cause you need to tie it to a customer level, something record in order to aggregate it, you know, to understand it at high levels. Are those challenges still challenges that you see? Yeah, absolutely. You know, so, and that is kind of the, you know, secret sauce. So whenever, you know, I talked about how the problem statement is the same that we've been looking at for, you know, nearly two decades to date myself a little bit, is the same, but you know, method that you're doing, you're doing that connectivity across the channels has changed and gotten a little bit easier. One of the kind of the proprietary things inside of the Pointless platform that was different, you know, is really what we refer to as dynamic identity resolution. So you're essentially building a living profile of the customer. So any ID that we might connect, collect from any channel we're adding to that customer profile. So that when we go do analytics in real time, like whatever we know of the customer at this time, we can use that and almost think about it as like, you know, not to geek out and talk about, you know, writing SQL queries, but you know, if you think about it as a join condition, right, depending on the analytics that you're doing, you might want to look at it from a different lens. So if I have, if the customer is authenticated in the, you know, in the mobile channel, in the IVR, et cetera, we're also probably going to be able to tie the account ID together with the voice of the customer data. And that's one lens is to say, let's use the account ID as the join here. But we also might want to look at it a little differently. You know, I could also maybe look at it by phone number, because that could be different people potentially.
WTOP 24 Hour News
Fresh update on "linkedin" discussed on WTOP 24 Hour News
"News up to the so i gotta get up north dane lane on wtok clinton creek window company designs builds and installs replacement windows without the middleman market you get high quality windows at an affordable price direct from our local factory call today for our biggest sale of the year for a limited time get twenty five percent of all thompson creek windows and doors plus no interest until twenty twenty five get new windows before the cold weather hits call eight five five fifty seven creek now homesweep homesweep start the day this wednesday at four twenty two in the morning this is wtop news this morning word that a department of defense employee is one of two men apparently charged with running a dog fighting ring locally in anarudel county sixty two year frederick borefield junior of arnold has worked to apparently on the pentagon's communication staff since march of twenty twenty according to his linkedin page anyway he and the forty nine -year -old mario flight of glenn bernie are accused morning this of promoting and furthering an animal fighting venture federal prosecutors say the men talked with people apparently around the country using an encrypted message app police also found a number of pitbull type dogs an in arnold home last month if convicted more fields of life both face up to five years behind bars Maryland and leaders say crimes committed by young people these days are trending downward but when it comes to violent crimes at the hands of teens different story maryland voters are leaning toward tougher he's now got a detail piece kate ryan this morning has the findings of a new poll if a twelve -year -old shows up at a school a gun with should that child be criminally charged sixty six percent of marylanders in a recent poll said yes the gonzales poll also found that nearly sixty percent of respondents agreed that now crime laws should be stricter the poll with the margin of error of three point five percentage points comes as maryland lawmakers are considering reforms to juvenile justice laws including would stop the one practice that of allowing juveniles to be charged as adults in cases involving rape or murder kate ryan wtop news you may soon be able to to get a speedier divorce locally in the district anyway the recent council moving closer we're here to passing a bill that eliminates long wait periods to file for divorce under current law a couple must wait six or twelve months this bill would allow someone seeking a divorce to begin proceedings right away councilmember brianne nudo the bill sponsor here says the change would help domestic violence victims get out of abusive relationships sooner a law speeding up the divorce process in maryland just went into effect over the weekend you are listening to 103 .5 fm and wtop .com life's when we do things together like sharing the right to work
Daily Crypto Report
A highlight from "SBF faces more restrictions from judge as trial looms." Oct 02, 2023
"As a person with a very deep voice, I'm hired all the time for advertising campaigns. But a deep voice doesn't sell B2B, and advertising on the wrong platform doesn't sell B2B either. That's why if you're a B2B marketer, you should use LinkedIn ads. LinkedIn has the targeting capabilities to help you reach the world's largest professional audience. That's right, over 70 million decision -makers all in one place. All the bigwigs, then mediumwigs, also smallwigs who are on the path to becoming bigwigs. Okay, that's enough about wigs. LinkedIn ads allows you to focus on getting your B2B message to the right people. So, does that mean you should use ads on LinkedIn instead of hiring me, the man with the deepest voice in the world? Yes, yes it does. Get started today and see why LinkedIn is the place to be, to be. We'll even give you a $100 credit on your next campaign. Go to LinkedIn .com slash results to claim your credit. That's LinkedIn .com slash results. Terms and conditions apply.
Veteran on the Move
A highlight from MilitaryFares.com with Scott Lara
"Scott Lehrer president of military affairs comm is a US Navy veteran taking his passion of traveling and serving fellow veterans He was recently appointed president of military affairs comm an online travel website giving deep discounts to veterans coming up next on veteran on the move Welcome to veteran on the move if you're a veteran in transition an entrepreneur wannabe or someone still stuck in that Trying to escape this podcast is dedicated to your success and now your host Joe Crane As a member of not -for -profit Navy Federal puts members at the heart of every single thing they do Find out more at Navy federal org Alright today we're talking with Navy veteran Scott Laura who is a president of military affairs comm Scott You and I've been in you know in loose touch for several years now You've been following the podcast like almost way back since the beginning if I remember correct Absolutely, just a huge fan of the podcast and appreciate everything you do Joe for our veterans and family members of veterans Yeah, so let's start off like we usually do take us back and tell us what you did the Navy Oh my gosh back in 1979 I was working at the Kmart camera department in Aurora, Illinois Just outside of Chicago and I was about to graduate from high school and my assistant manager there said Scott What do you want to do after high school? I said I have no clue, but I don't want to go to school You know don't want to go to college and he goes well join the Navy see the world Well, the problem is he didn't tell me that the world was 75 % water. So I joined the Navy When I went into Chicago to get all registered They said, you know, what do you want to be? I said, I really don't know and they said well What about a fire controlman? I said, well, I don't want to fight fires and the guy laughed He goes well about like being a radarman and it's like that sounds cool and they said, okay Well, you'll go to boot camp here in Chicago in a couple weeks. I said I'm going to San Diego They said you're going to San Diego cuz I mean I joined in set in September and it was starting to get cold So I went to yeah, I went to boot camp in San Diego at 79 then I went to a school at Damnet, Virginia Went up to Maine to get my ship the Morrison FFG 13. It was in three pieces in Bath, Maine They put it together. We sailed down to Boston and Was commissioned there went to Mayport Went to church there in Jackson, but here in Jacksonville met my wife I'm married 39 years to grown kids and two grandkids And so I love the Navy and all over the world Italy Spain France Panama Canal off the coast of Iran and Iraq and I love the Navy but I stayed in nine years It was just really hard on my wife with two small children So I got out and then I went on my entrepreneurial journey. We'll talk a little bit about that What was your transition like when you got out of the Navy you get a job right away? Was the entrepreneurship thing already there? Well, fortunately and the one thing I want to share with the audience. It's who you know, and You've got to be out there you and it's not even the internet It's just like who do you know? Because I knew some people and I was able to get a job with a division of driver's license in, Florida So I got out I immediately had a job I wasn't making a ton of money but I was an employee and I worked there and then I of course I got a couple other jobs to as Other things opened up. But yeah again for those folks that are listening to the podcast you got to get out there There's no one who's gonna promote you but you and you got to be professional. You got to look good You got to speak good and it's who you know, and I will just say for anybody listening reach out to Joe or myself We would both love to help anybody to to move into that transition the only thing I would caution you about is that a lot of people will try to come after veterans and say hey Join this franchise and you know 50 $100 ,000 and a lot of us don't have that kind of money A lot of us don't have time to go back to school Now a lot of guys do have the GI Bill or other Opportunities like that, but I always love helping fellow veterans get on the path to a good job and success Yeah, it's so true it's who you know and unfortunately if you've been in the military like you were for nine years You may not have a big civilian network But you might have a network of veterans that got out before you and keep in touch with them but I hear I've heard stories were like I applied for a thousand jobs and didn't get one response from anybody and it's like Well, that's pretty typical these online job boards most of the time you don't get hired from them unless you know somebody on the inside and Then you still got to apply through the job board and then because you know somebody your Application gets pulled and then you find your way in it's it's it's all about who you know Definitely one super secret tip. I'll share Joe is that veterans get one free year of LinkedIn premium so just go on LinkedIn you know let them know you're a veteran and There's lots of free courses on LinkedIn and that that's my secret. I mean, that's how I know people Being in the travel industry getting to know the CEOs of these travel of these cruise lines And once you're on LinkedIn and you reach out to them and be humble be nice. I am so -and -so and But again, the problem with the military is they really don't prepare us for civilian work We veterans think well just because we're a veteran or we work hard and we're dedicated. We should automatically get the job Well, the job market is so tight now that they're being very selective on who they hire Yeah, they want they want somebody to have all the qualifications that they already need They don't want to train somebody like the military always does train people from scratch In the civilian sector, they don't they don't have time to train you They they need you making them money from day one And but there are there are some good skills military guys have as far as you know The soft skills the leadership the motivation You know, they show up to work on time They're not late, you know, those kind of things can be huge Some some people like to view those things as maybe the givens of a typical good employee But if you don't have some of those basic skills that the job requires, it's it's really tough for civilian companies You know to hire you and bring you in because they can't afford To train people for months or years on end like the military does well Joe You make a very good point in addition to that guys. You can't go in. I want 80. I want 90 I want a hundred you may need to go in for 25 or 30 thousand get your fee You know be trainable be open listen learn and once they see that then you can go up But I think so many people Joe think, you know I deserve 70 80 90 100 and maybe your wife or your spouse wants you to make that money To bring it in but you got to be realistic absolutely As a member owned not -for -profit Navy Federal puts members at the heart of every single thing that they do Low fees and great rates resources to help you crush your financial goals 24 -7 access to stateside member service representatives with award -winning customer service earnings and savings of four hundred seventy three dollars per year by banking with us an average credit card APR that's six percent lower than the industry average a Market leading regular savings rate nearly two times the industry average I'm still with Navy Federal after 33 years and not going anywhere Navy Federal is insured by NCUA NFC you reserves the right to change or just continue promotions and rates at any time without notice Dollar value shown represents the results of the 2022 Navy Federal member give back study credit card value claim based on 2022 internal average APR assigned to members Compared to the advertising industry APA average published on credit cards comm value claim based on 2022 internal regular savings rate average compared to 2022 industry regular service average rate published by FDIC gov learn more at Navy federal org In a startling description the UN food chief warned the world with words knocking on famines door He called what we're facing a perfect storm of a perfect storm He's not alone parents published that a food shortage could be coming even in the u .s.
Simply Bitcoin
A highlight from $17.7 TRILLION IS COMING FOR YOUR BITCOIN | SB Originals
"I've recorded at least a couple of videos at this point talking about not selling your Bitcoin to BlackRock, how the institutions are coming, Fidelity, BlackRock, ARK, etc. The big players are coming and they want your Bitcoin. And I get the impression that many of you don't really appreciate why Bitcoin is so special, why the institutions do want your Bitcoin and will pay you whatever price they can to get it, and why selling it is the absolute last thing that you want to do. This article from Forbes is titled a fast growing 17 .7 trillion, that's T, trillion, Wall Street crypto earthquake is suddenly hurtling towards the Bitcoin and Ethereum price. Let's ignore that latter part, the Bitcoin price. Bitcoin has been thrust into severe uncertainty in recent months. Okay, first off, no, it hasn't. Maybe uncertainty if you don't understand Bitcoin, but this is baby sleeping time. This is not a time of uncertainty. These don't times matter in the grand scheme of things. The price dip and change from this to that is all irrelevant. It's all going to zero. And Bitcoin, on the other hand, is going up forever. So for the next little bit of the article, it talks about how the price has rose and dipped. And it's just a kind of a bunch of nonsense. But then it down here talks about Franklin Templeton. Franklin Templeton filed with the U .S. Securities Exchange Commission, the SEC, this week for a spot Bitcoin ETF, joining a flurry, that's an understatement, of applications that was kicked off by the world's largest asset manager. That's right, BlackRock in June and includes Fidelity, Invesco, Galaxy, Wisdom Tree, who between them manage 17 .7 trillion worth of assets. You have to realize that that's not really what matters. It's not that amount of money going into Bitcoin. It's what that signals to everyone else, because that 17 .7 trillion, yes, is under control by those asset managers. Yes, but you know what else happens when the big boys do things? Everybody else pays attention. So you get all these family offices going, wait a second, I'm sorry, BlackRock did what? They put what where? Oh, so, OK, I guess that's what we should do. This happens in every arena around the world. You can see it in literally everything. If a movie does something, other people try and copy it. If a technology does it, iPhones, for example, everybody else tries to copy it. So when BlackRock and Fidelity and Invesco, when they do move into the space and it is coming, they wouldn't all be filing for this just to do something to do because they're so bored. No, they're doing this because they want a piece of that. And why do they want a piece of it? Let's cut to something that seems completely unrelated. Post Malone has bought Magic's two million one ring card. And this is from the guy that found it. I believe he was in Toronto, Canada. When I found the one ring, the first person who came to mind was Post Malone. I have played Magic since I was a kid, and obviously it would be amazing to keep this card. But for a guy like me, being able to sell it is a life changing. I just really hoped it would go to someone who would appreciate it as much as I do. This is my dream come true. Meeting Post Malone and him buying the one ring from me is literally a moment straight out of a fairy tale. Post Malone, at Magic the Gathering, you have changed my life. Things like this don't happen to people like me. I guess it's Magic. I am forever grateful. In the past few months, Post Malone was on with Joe Rogan, and Joe Rogan asked him about that. And Post Malone was like, yeah, I did spend that much money on a card, and Joe Rogan doesn't get it. But here's why he did that, because it's the only one that will ever exist. And you might say, yeah, but Dell, you can go over to TCG player and get one for here. Look, with the 37 bucks right here, the borderless one, here's a different version for 60 bucks, 50 bucks, whatever this one, 100 bucks. So you don't need to spend two million dollars on it. Okay, no, you don't to actually have that card in your deck and can play with it. Sure, you can spend 50 odd whatever bucks on it and get it. But to get the exact one that Post Malone spent $2 million on, the one of one, that exact version, no, you do need to spend $2 million to get it or whatever Post Malone is selling it for now. If you've ever experienced a banking kerfuffle, to put it mildly, like I have, then there's a really good chance you already know the importance of Bitcoin. But you might have other questions. Maybe you don't feel quite as secure with your self custody setup as you would like to. Schedule a free 30 minute consultation call and they will help you solve whatever it is that you have about Bitcoin. Don't let a question keep you up at night. Call the Bitcoin way. At this point, I imagine you're wondering at least two things. Those are, what in the world happened with the banking story? What is Magic the Gathering have to do with this at all? And number three, so why in the world does Fidelity and BlackRock, why do they actually want that? Let me go through these. First off, why does BlackRock and Fidelity and all the big players, why do they want Bitcoin? Here's why they want Bitcoin. This one's from at BTC salvation. He says owning one Bitcoin is rare. How rare is it rare than the Magic the Gathering card? No, it's not quite that rare because there's only one ever in existence of that. But here's how rare it is. It's like owning roughly 25 pounds of gold or 107 acres of land in the US or roughly 1754 acres of land in the world or roughly 6 .7 houses in the US or roughly 109 houses in the world. And what has BlackRock been buying? It's homes. What has Bill Gates been buying? It's farmland. What do the people in power, what do these large players in the financial space want? They want, ladies and gentlemen, if you haven't figured it out by this point, I'm not sure what to tell you, but I'll tell you, they want scarce assets. They want the things that there is only a limited amount of. And what will there only ever be 21 million of? Bitcoin. That's right. There will never, ever, ever be more than that. What if somebody else forks it and they make a whole new thing called Bitcoin too? They've done that. It's trash. It's garbage. It's going to zero. It's all going to zero. You can only find perfect digital scarcity once. It's not possible to do it again. Anything else that's a copy of it is, oh, I already told you what it is. It's a copy of it. That's what it is. There is, you can't do it again. Bitcoin is true digital scarcity and anything else that comes along after it is a copy. So now what does this have to do with magic, the gathering and rarest things and scarce things? And well, let's jump over to something else that seems completely unrelated. I've had hedge fund managers, like, reach out to me on LinkedIn to be like, hey, like, could you talk to us about TCGs? Like, we want to know how they work. Like, that's an experience that I'd never had before. Do you see it yet? Are you starting to understand? Am I painting the picture clear enough for you that the power is to be how much of the pie they want? They don't want the tin. They don't want the crust. They don't want that nice top with the different funny shapes cut into it. They don't want the juicy filling. They definitely don't want the bottom. No, they want the whole damn pie. Every crumb, last every single little iota of the pie. If that includes card games, hedge fund managers are going to call card game designers and ask them, how can we get it on that pie? They want all of the pies, every last one. They're going to show up to the marine calendars and just give me the pie. Every last one. They definitely want the Bitcoin pie, every single one. So if that means contacting old Gary Gensler and saying, hey, get this approved, don't do that. If it means contacting drone pal and Janet Yellen saying, hey, print us all of the money ever so that we can entice these goons out of selling every last Bitcoin that they have so that we control and not they because they're just peons. They're just silly people. They don't know what to do with their money. They're clueless. They don't know. We know that's how we got here. Clearly, we're the best players in the room. We know what we're doing with the money. We're the ones in control. Let us have all of it. Print us as many Chuck E. Cheese prize tickets as you possibly can. All of them. Trillions of them. It doesn't matter. Who cares what the debt is? It just goes up and up and up. It doesn't matter. Give us more so that we can buy the Bitcoin off of them. They keep on kicking the can down the road and behind them, the road is crumbling. And where's the new road come from? They're just laying it as they go. And at some point they will stop to catch their breath and everything will come crumbling down. But guess what's under that road? Bitcoin. That's where everything falls to. Everything falls onto the shoulders of Bitcoin. And Bitcoin has some real strong shoulders. Let me tell you what. So where does my story end? My story ends with my banking crisis being averted. I finally talked to somebody that had since they knew how to solve the problem. They said, yes, let me actually get you to the right department. I don't know why those three other people didn't do that. Got to the right department. I was helped by a lovely woman who got me back access to my bank account. So that was a harrowing few hours of that morning. But I eventually did get access to my bank account. But for those few hours, it was a sobering experience to realize that I could be completely cut off from all financial access. I couldn't pay anything that I wanted. Rent was coming due, couldn't pay that, got bills due, can't pay those. Forget about buying a coffee, which might be nice to have or a sandwich or whatever like that. That's irrelevant. But when the bills start going, hey, you owe us this. And then we start turning off the electricity and you don't have Internet and then you can't do this and you can't do that. It's a real big problem. So, yes, the crisis was averted. But there is a global crisis looming, an absolute catastrophic world shattering, meteor impacting the world style event coming to the monetary system. And if you don't have some heavy shoulders to fall upon, I don't know where the road goes when the road crumbles. And if you have nobody to catch you, I don't know what's under there. I think it's just an abyss that falls forever. That's not a place that I want to be. Is it a place that you want to be? No, I don't know. But here's what I do know. If you're here on Simply Bitcoin, the chances that you don't want to be in that precarious situation is pretty good. So get subscribed, learn about Bitcoin, understand how important it is, and the answers will fall into place. And you, ladies and gentlemen, might fall upon the shoulders of Bitcoin. And like I said, this is not the first time I've talked about this. So check out this video right there where I go over in another way the institutions coming for your Bitcoin, because they are. Ladies and gentlemen, they are going to try and get it from you. Guaranteed they want it.
Daily Crypto Report
A highlight from "Su Zhu apprehended in Singapore" Sep 30, 2023
"As a person with a very deep voice, I'm hired all the time for advertising campaigns. But a deep voice doesn't sell B2B, and advertising on the wrong platform doesn't sell B2B either. That's why if you're a B2B marketer, you should use LinkedIn ads. LinkedIn has the targeting capabilities to help you reach the world's largest professional audience. That's right, over 70 million decision makers all in one place. All the bigwigs, then mediumwigs, also smallwigs who are on the path to becoming bigwigs. Okay, that's enough about wigs. LinkedIn ads allows you to focus on getting your B2B message to the right people. So, does that mean you should use ads on LinkedIn instead of hiring me, the man with the deepest voice in the world? Yes, yes it does. Get started today and see why LinkedIn is the place to be, to be. We'll even give you a $100 credit on your next campaign. Go to LinkedIn .com slash results to claim your credit. That's LinkedIn .com slash results. Terms and conditions apply.
Telecom Reseller
A highlight from World Data Products Int. (WDPI) achieves ITAD certification, Podcast
"This is Doug Green, and I'm the publisher of Telecom Reseller, and this is a special podcast for the ASCDI, and I'm very pleased to have with us today Neil Vild of WDPI. Neil, thank you for joining us today. Thanks, Doug. Great to be with you. Well, it's really wonderful to be able to do this podcast on behalf of the ASCDI. You're a very long -term, very active member of this association, a very prominent person and company within this industry and within this organization, so it's really a pleasure to have you here today. We're going to be talking about your recent certification, or really certifications, with ITAD and how that changes the game and why that's important to ASCDI members, to the community and to many technology companies, enterprise companies that might be just happy to be listening or watching. So we're going to dive into that in a second, but Neil, first of all, what is WDPI? So WDPI stands for World Data Products Incorporated. We've been in business since 1987 in the Minneapolis suburbs, currently in Plymouth, Minnesota. We started off as an independent hardware reseller, selling brands originally manufactured by companies such as Cisco, HP, Dell, and IBM. We're also an authorized reseller of Dell. Along the way, over those last number of years, we developed an internal repair business, which we can offer to clients as well, where we repair all of those items I mentioned that we can go down to the board level, repair power supplies, other devices such as laptops and Chromebooks. And then about 10 years ago, we acquired a company in the certified tape media business that basically goes out and acquires used tape media, those cartridges that everybody remembers, and we bring those back to our facility, fully eradicate the data and resell them. And that's the business that really got us into ITAT services about 10 years ago. That company, and we still do that, has a team of people that goes onsite and does IT hardware decommissioning, onsite audits, data sanitization, secure transport, and a host of other ITAT related services. So in fact, you guys had really been sort of in the ITAT market already, and this sort of solidifies that position. It does. And we decided to pursue these certifications for a number of reasons. One, our customers started to ask for them, both on the end user side and the wholesale side. We deal direct with end users, we also go through other resellers, and we work with other ITATs as a subcontractor. And as a number of them have been paying more attention to data security and the environment, they've been asking us about these certifications. So one of the reasons we pursued these was to really be responsive to our customer requests. Another is we view it as a differentiator. Those are really confirmation of the standards that we have. Not everybody has that certification out there. More people are getting it, which is great for business and for the environment. And thirdly, it really helped us improve our processes in certain areas and kind of raised the bar. So it was a win -win among all three of those elements. Let's dive a little deeper into ITAT. So first of all, can you explain to me what ITAT is? What does that mean? ITAT, IT Asset Disposition. It's a whole host of offerings and processes where, you know, starting if a company is looking to, you know, upgrade or refresh its data center or close something down, it needs to really find a responsible home for the used equipment, whether that's in a resale environment or in a recycling environment. Part of that involves onsite services, such as I mentioned, you know, data center decommissioning, data sanitization, whether that's onsite or at our site, the commitment to either resell these devices, which could be economically beneficial to the seller and to the purchaser, also making sure that the data is fully eradicated. But then in some cases, the data bearing devices have to be destroyed either logically or physically. And that leads us into working with responsible recyclers who can track these devices, provide certificates that they've been disposed of in an environmentally sound manner. So it's a whole host of services and processes. We don't have the time to go through that. That'd be a several day podcast, Doug, but I know we're a little bit time constrained today. Well, you know, as you can see behind me, it looks like beams of light are coming off my head, I think, but I'm actually reporting live from Las Vegas at the Mobile World Congress. Lots of carriers here, lots of enterprises, lots of interests. You know, this is a good example for this question. Why does it matter to the outside world? Why does ITAD matter to really everybody? Well, it matters, it's the biggest issue is really sustainability and protecting the environment. But there are also other elements within these certifications that are more internally oriented for the welfare of businesses and our employees. You know, if you go down the list, the R2 -V3 is really a phenomenal standard. You know, really stands for responsible recycling and reuse. Some really strict requirements on data sanitization and eradication and data security, which is a real differentiator. Part of these certifications involve several ISO standards, ISO 9001, which is a quality management standard, your world data had been ISO 9001 certified for about the last 10 years. So we renewed that one. ISO 14001 is environmental management. ISO 45001 is employee health and safety. And we're very proud of world data. We've been have a track record of over three years of accident free operation in our facility in Plymouth. And we intend to keep that going, God willing. And then the ASCDI ITED certified certification is also very important where, you know, in addition to the processes and the operational aspects that those other standards focus on, ASCDI adds to it the commitment to a code of ethics, which is unique in the industry. And every ASCDI member has to adhere to that. You know, we have stringent membership requirements for that association. And so as a long time member, as our company, a long time board member and former chairman of ASCDI, I am very proud to see our association going in that direction as well. So, you know, Neil, it sounds like this is also a great opportunity for the channels to go out there and sell a really amazing value added service. It is, Doug, you know, it helps the channel in a number of ways. One, you know, given and also end users in terms of the resale value that we can achieve for the equipment that is, you know, coming through the ITED process, you know, the highest and best use of a piece of equipment is to keep it in use. And, you know, the origin of our business was hardware resale. So our wholesalers or equipment traders know how to maximize the value of that equipment for the client, whether that's an end user client or a wholesaler or another ITED who has the end user relationship. So that is a huge advantage, I think, that World Data can deliver, given our history of being in that resale market. We're not just turning it around and flipping it on eBay or somewhere else. We can really maximize value. So, you know, Neil, it also sounds like, you know, channels should be really alert to this because if you're working with customers and you're in the course of sales and working with them, you're pulling out equipment, you are really not doing them a service if you're disposing of it incorrectly. That's correct. And so by virtue of the processes we've always had, plus now with the new certifications, you know, we're disposing of everything appropriately. You know, items that can be reused will be reused and resold at the maximum value we can get. Items that are no longer suitable for reuse will be recycled in a proper manner. And so, you know, channel partners can trust us as they've trusted us with, you know, other areas of business since 1987 to do the right thing and to uphold, you know, the environmentally sound and business sound practices. Another advantage we can offer is additional resources and feed on the street. You know, some of these ITAT opportunities are, you know, to use a technical term, lumpy. You know, they're not necessarily regular. And if a project comes up where a channel partner needs additional resources, whether that's feed on the street or processing capability, warehousing or logistics, we can offer that through our facility in Plymouth, Minnesota, from a facilities perspective. But we can also send our team, you know, anywhere in the country to help with onsite projects. You know, Neil, with regard to the end users of the enterprises, we're living at a time of great transition, hybrid companies getting rid of whole floors of office space and all the equipment on those floors. Sounds like enterprises need to be alert to this too. They do. And hopefully, you know, with the movement toward ESG and environments, you know, social aspects, governance, I think more enterprises are becoming aware of this. In fact, they're adopting goals along these lines. So we're here to help in terms of achieving those particular goals. And again, it's the right thing for the business. There are certain business objectives that can be met and environmental objectives that can be met. Does – you said when we were preparing for a podcast today that it even has some opportunities for the other ITAT companies. The benefit we could offer to other ITAT companies is, as a subcontractor, we can facilitate your broader reach, the processing capability that we have, the resale capability that we have to maximize value, relationships we have with responsible recycling partners, and also logistics. We have a facility in the upper Midwest that is very convenient to several major cities, can help reduce costs of transportation for this equipment. You know, we can't – if we can ship it via ground versus air, for example, or the closer it is, we can go pick it up with our own people on secure trucks and that sort of things. We can help reduce costs and increase their reach and provide a better service to the end -user enterprise customers that the other ITATs have. So Neil, you were telling me something very interesting that is unique about WTPI amongst the companies in the ASCDI, maybe in the – really most of the ICAT industry as well. Well, we were fortunate, Doug, to actually buy back the company from a private equity investor about 18 months ago. And now we are 100 % owned by nine employees and we're not an ESOP. You know, these ESOPs have different kinds of restrictions. But I think it's unique in our industry that we're a fully employee -owned company of that nature. You know, many times it's founders, founder and spouse, sort of an inner circle of owners. And I'm really proud that we've been able to offer this common equity ownership to a broader range of employees. And it is unique, I believe, in our industry. And certainly our people are very revved up about that. And I'm very happy to see that. Well, Neil, you know, we've talked in our conversation today about enterprises, about channels, about different types of companies. How does everyone do business? How can we learn more about your company and these services? Well, we have our website, which has extensive content on that and contact information. Feel free to email me, neil .ville at wdpi .com. That might be on the screen later, maybe not. But I'm in the ASCDI directory. I'm on LinkedIn. We have a great team of people, too, who I could direct anybody to for particular, more detailed advice on resale, valuation of products and that sort of thing. But certainly please contact us in whatever is easiest method for you out there. And we'd be happy to help. Well, Neil, I really want to thank you for joining me today. This has been really interesting. I hope you get to do one in a few more months and find out how everything's going. Update us on what you guys are doing. But for now, thanks very much. Thank you, Doug. Look forward to that. Appreciate the time. Thanks very much.
The Podcast On Podcasting
A highlight from Ep384: People Don't Go To Reels To Find Podcasts
"I would recommend that you have a podcast as the top of the funnel because it's going to grow your business. It's going to support you because you need people to know, like, and trust you, I'll say on that podcast. You need people to know, like, and trust you. Most hosts never achieve the results they hoped for. They're falling short on listenership and monetization, meaning their message isn't being heard and their show ends up costing them money. This podcast was created to help you grow your listenership and make money while you're at it. Get ready to take notes. Here's your host, Adam Adams. Hey, podcaster. It's your host, Adam Adams. And I was scrolling through a Facebook group, a Facebook group for podcasters. And why was I there? I'm looking for clients and I'm looking for guests. So here I am trying to see who it is, who's asking for help, who it is, who wants to be a guest. And I'm starting to maneuver through there. And this was just a few minutes ago. And once this ended up happening, I decided I needed to come to you and mention something that is thoughtful and that this gentleman, I'm trying to remember if his name is JJ, or if I'm mixing them up with, I read, I was on that scrolling through for a long time. Let's just pretend it was JJ. So that gentleman, he goes, I don't understand what's happening. I've been doing reels for, I don't remember the amount of time. Let's pretend, let's insert the word months. I don't know. But he goes, I've been doing reels for a long time and they're getting between 1000 and 3000 views, but I don't understand. Again, I'm getting one to 3000 views on my reels, but I don't understand why am I getting so few podcast listeners? And I think I was kind of feeling like an asshole or something. I think I was feeling like a jerk. Like I wanted to prove a point or something and I was frustrated and it gave me some weird thing in my heart where I wanted to freaking scream at this guy. And I kind of did. And I basically said, it's because people don't go to reels to find podcasts. People don't go to YouTube to find podcasts. People don't go to Facebook to find podcasts. And what I said to, we'll call him JJ, I can't remember if it was JJ or somebody else. What I said to him was, well, the reason why is people don't go to reels to find podcasts. I said it very matter of fact. And I felt like a jerk when I did it. I said it. And then all of a sudden, like all of these podcast coaches are liking and thumbing up my response to this guy. And so I felt at least like, okay, that's good because the people that really know they agree that people don't go to reels to find a podcast. So maybe I wasn't as mean or unthoughtful as I thought, but I did, I did jump right into it and like, I'm rolling my eyes and be like, bro, what are you thinking? You got to put your money into bringing people to the podcast, not growing a reel. It doesn't necessarily translate. It doesn't transfer over each and every time. There have been so many times that I go to Instagram, for example, and there's this guy that I really admire. I really respect. His name is Andrew Kuberman and Andrew constantly puts out good reels. Okay. I follow him on Insta and sometimes I'll watch him on YouTube, but I am technically subscribed to his podcast. I don't know that I've ever listened to his podcast through the podcast playing platform. And that's because I don't go to Instagram to find a freaking podcast and I'm scrolling through and I'm getting reels and I'm liking his stuff. And then I follow him. It doesn't mean he gained a subscriber and same thing. I've had clients, probably two or three clients, two are women. I remember the conversations very, very distinctly. And they said, I don't understand my podcast. Let's just say 3000 downloads per month, but my Instagram is still only getting five to 10 likes per post. And they're like, something's going on. And I want to say same thing as I said to, we'll call him JJ. It's because people don't go to podcasts to find people to follow on social. Yes, they might a certain percentages of them might some of the people that see me on Insta or LinkedIn might find my podcast. But if we want to really grow a podcast, there's two things to do. So get ready to take notes. Here's your host, Adam Adams. Now get ready to take notes. There's two things that you could do. One of them is to guest on other people's podcasts. Why? Because a hundred percent of the listeners of that podcast, listen to podcasts. A hundred percent of the listeners of that podcast in your genre are interested in your genre. It's really easy if you're being on somebody else's podcast to have a call to action that says, check out my podcast. If you would like another free resource in this area, if you're doing life coaching, then you would say I coach coaches. And if you want to become a life coach, this is a good podcast and I've got a free one as well. Go over here. Or if you're liking what this is about entrepreneurship, I would recommend, this is what Adam says often. I would recommend that you have a podcast as the top of the funnel because it's going to grow your business. It's going to support you because you need people to know, like, and trust you. I'll say on that podcast, you need people to know, like, and trust you. Well, the podcast is how do they know you? So I'm hoping that you, the listener of that other person's show is who I'm talking to right now. I'm being interviewed. Remember in this scenario, I'm being interviewed. I say this all the time. I say, if that's what you're looking for, jump over to my podcast, it's called the podcast on podcasting. This is the value that we drop. I would like to see you there, especially if it can help you. And it's totally for free. Okay. That's a great place to do it. The next place it costs more money than just being interviewed on somebody else's podcast. Okay. And that is to do advertising. So you can do advertising on Spotify. You can do advertising on Buzzsprout. My team does advertising with private messages where we personally invite the person, each and every person that fits your perfect avatar. We reach out to them on Facebook, LinkedIn, and meetup .com. And as we start a conversation with them, we make it go to the place where we ask them if they've heard of your podcast and then we bring it to them. So what I'm saying here is you want to do a couple of things. Go guest on other people's podcasts because people listen to podcasts that want podcasts. Secondarily, make sure that you are doing some type of paid marketing, paid ads, getting in front of that person time and time again in other ways. And sorry, I was starting to get distracted by a phone call coming in. That'll be a lesson for me and you to just put our phones away because I could tell that it was somebody that was important. And I was like, I need to answer that. So getting back to where we were before I started stuttering more is I want you to be on other people's podcasts. It's one of the biggest, best ways that you can grow your audience. And secondarily, I want you to find ways of doing paid ads because that investment could pay you dividends. For an example, we had a client, his name's Alex. Alex came to us and he said, I've been going with this big package with you and I've got this other guy helping me. My podcast has been costing me a couple thousand dollars a month. Do you think I'm at a place where I could make money? And I was like, Alex, yeah, I'm looking at the numbers right now and you could make great money through your podcast. How much do you want to make? And he goes, it'd be great if I could pay most of those expenses. I said, how much? And he goes, it's a little over $3 ,000 a month. Do you think that's even possible? I said, yeah, sit down with me. So Alex and I just sat down and we talked about him making money through his podcast. We talked about how many listeners he has because he was doing a package with us that we were doing some marketing. And now that package costs a little bit more. But anyway, we were doing that for him and he had plenty of listeners. So I spoke with Alex and I let him know you're who to talk to and how to talk to them. So we did that. He went and talked to one person one time. He had literally one phone call and he got five grand a month and he had another phone call just a couple of days later. And he called me and he says, I'm making $10 ,000 a month through my podcast. Thank you so much. Because he went from a place of not knowing that he had that ability. He went from a place of thinking that this was an expense and it became more of an investment that paid him dividends. Think about that. A, I want you to go out and get on other people's shows. B, I want you to find a way to put out paid marketing. We would love to help you with that if it's within your budget. If not, reach out to me, give me a call and I'll share with you a few things that you could do without having to hire us. Awesome. I'll see you on the next episode. Oh, hey, because three of my clients came to me recently looking to find a way to have their podcast make the money instead of cost them money. We put together a resource for some of our clients and I want to give it to you as well. It's something that did actually seem to help because one of them is now making $2600 a month. Another one $4500 a month. And the third is making between $5 ,000 and $10 ,000 each month. And so it's been a resource that's been incredibly valuable to them. It's our sponsor sheet template. It's a template of a sponsor sheet and it gives you something that you can hand to potential sponsors. And hopefully also be making $2600, $4500 or between $5K and $10K regularly each month with your podcast. So this has been a contributing factor to helping all 3 of those clients turn their podcast into an additional income stream for them. And the way that you can find it is just going to our website, growyourshow .com. But put in forward slash templates, growyourshow .com forward slash templates. And then you can actually download that template and others that could be valuable to your podcasting experience. I'll see you on the next episode.
Daily Crypto Report
A highlight from "Buenos Aires launching blockchain-based digital identity service" Sep 29, 2023
"As a person with a very deep voice, I'm hired all the time for advertising campaigns. But a deep voice doesn't sell B2B, and advertising on the wrong platform doesn't sell B2B either. That's why if you're a B2B marketer, you should use LinkedIn ads. LinkedIn has the targeting capabilities to help you reach the world's largest professional audience. That's right, over 70 million decision makers all in one place. All the bigwigs, then mediumwigs, also smallwigs who are on the path to becoming bigwigs. Okay, that's enough about wigs. LinkedIn ads allows you to focus on getting your B2B message to the right people. So, does that mean you should use ads on LinkedIn instead of hiring me, the man with the deepest voice in the world? Yes, yes it does. Get started today and see why LinkedIn is the place to be, to be. We'll even give you a $100 credit on your next campaign. Go to LinkedIn .com slash results to claim your credit. That's LinkedIn .com slash results. Terms and conditions apply.
Daily Crypto Report
A highlight from "SEC's Gensler faces questions from House " Sep 28, 2023
"As a person with a very deep voice, I'm hired all the time for advertising campaigns. But a deep voice doesn't sell B2B, and advertising on the wrong platform doesn't sell B2B either. That's why if you're a B2B marketer, you should use LinkedIn ads. LinkedIn has the targeting capabilities to help you reach the world's largest professional audience. That's right, over 70 million decision -makers all in one place. All the bigwigs, then mediumwigs, also smallwigs who are on the path to becoming bigwigs. Okay, that's enough about wigs. LinkedIn ads allows you to focus on getting your B2B message to the right people. So, does that mean you should use ads on LinkedIn instead of hiring me, the man with the deepest voice in the world? Yes, yes it does. Get started today and see why LinkedIn is the place to be, to be. We'll even give you a $100 credit on your next campaign. Go to LinkedIn .com slash results to claim your credit. That's LinkedIn .com slash results. Terms and conditions apply.
Game Dev Unchained
A highlight from 0332: Get Your Game Published with Jay Powell
"What's up everybody, welcome to another episode of Game Dev Unchained, the number one game development podcast about game development and the lifestyle thereof. I am your host, Brandon Pham, and with me, an old friend, Jay Powell. Hey Brandon, it's good to be back, man. All right, man. This is the part of the podcast where I ask our guests, which is yourself, a little bit about yourself, where you've been, where you're at, where you're heading before we get into it. So where I've been 25 years on the business side of games. So a bit of a background. I started out as an agent, did some of the very first publishing deals for Paradox and the People Can Fly, Starbreeze, did that for a little while. Then we transitioned that into a casual game publisher, which I ran the acquisitions and built the distribution network for, did that for about three more years and left to start what we would now call a production firm, but a production studio. But back then, no one knew what that was. So developers thought we were publishers and publishers thought we were developers, and we were truthfully just in the middle of coordinating everything. Did that for three years, and then I founded the Powell Group. And so there's two sides of my world now. One is the Powell Group consulting side, which we do everything from helping developers find publishers to scouting games for publishers and investors and doing audits on projects. Basically, if it revolves around the business side of the industry, we do something with it. But then my pride and joy is indie game business, which we started probably five years ago at this point. That just had years of frustration with no one teaching developers how to do business and finally just said, okay, never mind, I'll do it myself. And with the help of Dan, aka Indie, on Twitch, we started a small little Twitch channel that every week we sat down and did interviews or sessions or Q &A talking about the business, the marketing, the licensing side of things. And then that grew into a big Discord channel. We've got close to 6 ,000 industry professionals in that now. And we turned the Twitch channel into a podcast, which made everything even bigger. And so now we stream every week on YouTube, which LinkedIn and Facebook, plus it's live on our Discord. But the big thing is every single session we've ever done, every conference session, every podcast with experts in the industry, it's all 100 % free. We don't lock anything behind a vault or something like that. You just go to our YouTube page. And if you want to learn about business, marketing, licensing, how to build a pitch deck, all of that stuff is right there and it's free.
Telecom Reseller
A highlight from Whitepaper: The emergence of Automation and AI for Customer Service, Podcast
"This is Doug Green, and I'm the publisher of Telecom Reseller, and I'm very pleased to have with us today Blair Pleasant. Blair, thank you for joining us today. Thanks, Doug. Good to be here. I'm glad to see you again. And we also have with us Anna Baker of EnReach. Anna, thank you for joining me today. Hi, Doug. Thank you for hosting us. We're going to be talking about one of my favorite topics, actually two of my favorite topics, automation and AI. And we're going to be talking specifically about a new white paper that just came out a couple of weeks ago, the emergence of automation. And we're going to be sort of diving into this topic. What I like about what we're going to be talking about this morning is, you know, everybody, literally, everybody is talking about AI and automation nonstop. Here we're going to be talking about it in a practical manner. We're going to talk about how it actually can be applied in the field for contact centers and other applications as well. So before we dive into that, Anna, you know, I think our readers and listeners and so on see EnReach all the time, but tell us briefly what your company does. OK. Yeah. So EnReach is a unified communication provider in Europe. We're one of the biggest players there. And we provide our communication services through partners to the smaller and medium businesses. And on the other hand, we also have integrated communication solutions for for Salesforce or for Microsoft, which we provide to the bigger companies and my team as part of EnReach. We focus on the AI part. So we've built a conversational AI platform, which we're probably going to talk about a bit today. And the idea, basically, that you guys have been talking about for a while is actually using AI, making it work for companies, for applications and so on. Am I right about that? Yeah, that's right. Yeah. The thing we discussed with Blair is we showed some cases in which we use AI to fully automate certain conversations. I think one of the examples in the white paper is about a taxi company. You can imagine how narrow these conversations typically are about people ordering taxis and how AI can really help smoothen that process or even completely automate the process. So, you know, staying with that for a second and maybe before and after, how do businesses perceive AI? Is it still an unknown or is it becoming more known? I think it's becoming more known. I mean, if you if you open LinkedIn, you can't get away from AI. And most people have played with with things like chat GPT. So in that sense, it's known. I think the thing that is still unknown is what I can do once you connect it to the data of your company. So where in chat GPT, if you chat with it, you can ask general questions. Once you connect it to the data of your company, you can ask really specific questions and get specific answers. I think this is where you now see a lot of applications is pulling the generic AI conversational AI functionality into the company space and connect it with the company's data. So, Blair, you know, in starting to work on this, how is the digital world of social media smartphones and apps impacted customer service? Yeah, basically, customers want to be able to interact with companies and brands, you know, how they want and when they want. They don't want to have to go through multiple IVR menus before they can reach an agent or get the information that they want. And more and more people are using tools like WhatsApp or Facebook Messenger for all types of things. And they expect to be able to use those channels for customer service as well now. And mainly, you know, people want to be able to get service when they need it, how they need it, you know, not just during business hours. And they're really tired of, you know, the IVR and they want more intuitive ways of interacting with organizations. And one thing is that, you know, we're finding the use of, you know, social media and apps and, you know, all these other things. It's going across demographics and generations. You know, people think, oh, you know, WhatsApp is just for, you know, 20 -somethings or 30 -somethings, but it's not. And so one thing I found is that, you know, regardless of age or, you know, whatever demographic, people want to use these tools and they are using these tools. You know, and staying with that for just a second, those tools are not just communication tools. They're emerging as basically a marketplace. They're the shopping mall. They're the place, especially in many parts of the world, where people transact everything from a haircut to buying a pair of shoes. Exactly. Yeah. So people are used to using these tools and these apps. So why shouldn't they be using it for customer service as well? And then and so, you know, businesses need to really think about this. They need to make that a part of their culture and not just something that's onto the side. Am I right about that? Oh, absolutely. And we're definitely starting to see it. You know, what used to be something kind of separate is now becoming part of organizations workflows and really the way that they do business. Santa, in customer engagement settings, how do you determine which processes are better suited for automation and which should be handled by live agents, which should be handled by live engines or maybe machine? Yeah. Yeah, I think it's all to do with whether customers allow these conversations to be automated. So if you're doing a really goal oriented conversation and it's short, you typically allow, they typically won't mind an automated process. And also from the other side, having short and narrow conversations are a lot easier to automate. And as the conversation gets longer, we see AI struggle with keeping consistent conversation and we'd rather have a human in the loop and an agent taking the conversation while the AI is supporting the agent in that conversation. Did I hear you say the word frustrate? Yeah, I think there still is a lot of frustration. I think there's frustration with the fact that the customers just want to get to an agent as quick as possible. On the other end, they're in the queue and there's many other customers trying to get to the agent. And our role is to make sure that those conversations that are, that can be automated, that can be routed more efficiently, are routed more efficiently so that we free up time for those lengthier conversations that do need agents. This sounds like it's a complicated thing. In other words, we have to make a number of important decisions if you're a company in applications about which calls go where. Yeah, typically it starts with kind of a routing. We ask people their intent, why people are calling or why people are reaching out. And based on that, we make a decision whether to see if we can help them by self service and automated service or whether we directly route to the to an agent. Because a certain conversation that doesn't make sense to try and automate you only frustrate. So let's stick with this frustration thing, because I think, you know, by the time someone's actually contacting a contact center, they're pretty frustrated sometimes. And so I need to I mean, Blair, I need to ask, is AI sometimes seen as a cost reduction tool? And can that be a problem? For some organizations, it is seen as a cost reduction tool. And down the road, I think more and more it will be. But I think right now, organizations are looking at it as a way to improve the service that they provide to customers. And you know, customers are demanding self service. You know, we know that, you know, again, across generations, across age groups, people want that self service capability and to be able to get what they need when they need it without having to, you know, wait in queue for an agent. So whatever organizations can do to help enhance self service is really seen as a benefit right now. And AI is really helping enhance those self service capabilities. And it's also helping agents be more productive when customers do talk to the agents. So I think it is seen as a cost reduction, but I think a lot of organizations are really seeing it as a way to provide better self service capabilities to customers and then also to enhance the agent performance and the agent's ability to answer and resolve the customer's issue when the customer does talk to the agent. You know, a lot of people talk about, you know, being able to replace their agents and saving money that way. But right now, it's really about agent augmentation. It's not about replacing agents and saving money that way. It really is about giving the agents the tools that they need to be more effective and to provide better service to customers. So down the road, yeah, we're going to see, you know, cost reductions based on lowering, reducing the number of agents. But right now, it's really about helping agents be more effective and helping customers get those self service capabilities that they want. Is it also about improving brand loyalty? Oh, absolutely. You know, if customers can get the information that they want, when they want it, how they want it, then that's definitely going to improve brand loyalty and customer loyalty. No doubt about that. But, you know, you were talking about frustration before. If it's a frustrating experience to customers and they can't get the information, then that impacts customer loyalty negatively. So that's why having the right tools that can really assist agents and assist customers is so important. So Blair, are consumers becoming more accepting of automated and self service environments? I'd say yes and no. You know, consumers really want to use self service and studies that I've done show that the large majority of customers will try self service before reaching out to a contact center. But that being said, a lot of people get really frustrated with automated and self service applications that can only answer specific types of questions and they don't always work as advertised. You know, I think the first generation of chatbots really didn't work very well. And customers got very frustrated, you know, frankly, personally, I hated using chatbots for the longest time because the experience was really bad. You know, it didn't provide the right answers. And half the time it didn't understand the questions. It didn't know where I was coming from. And a lot of people just gave up and stopped using this first generation. But I'd say in the past year or so, or maybe two years, the technology really has improved. And we have more conversational AI tools that do understand the questions and can provide better responses. And this is just going to keep getting better with generative AI that lets you ask questions in a more natural way and provide better responses that are easy to understand. So yes, it's been frustrating, but I think customers are becoming more accepting and will be as the technology keeps improving. So you know, Anna, you know, AI is usually perceived, I think, as a large enterprise solution. Is that correct? Can it be used with medium sized companies or even smaller companies? Yeah, I think the answer is yes and no. It's still a big topic. Integrating your data, integrating your system with AI is a lot of work. And enterprises spend a lot of money on that. And that's something that is hard for smaller businesses to replicate. On the other hand, providers like ourselves have already pre -integrated AI into the core of communication, which makes it the solution that is also achievable for those smaller players. Think about taking your IVR experience and upgrading it to a voice IVR, where instead of having to listen to the menu, you can just say, I have a question about my invoice, and the IVR system routes you to the right department. And this is something that we've basically built out of the box as a turnkey solution now. And with these large language models, it's also a lot easier to train and model for your company. So there are definitely solutions we see that are within reach for the smaller and medium businesses.
VUX World
A highlight from The uniphore approach to conversational automation with Kim West
"All right. We are live and kicking, I believe. Hello, ladies and gentlemen, boys and girls. Should have sorted my windows out before I started this broadcast, but there we go. Hello. My name is Caine Sims, as always. And as always, this is VUX World. I'm delighted for you to join me. Thank you for joining me. And today we are joined by Kim West, who is a director of product marketing at Unifor. A lot of you probably know Unifor. Unifor has been around for a long time, actually, and has been through various guises and is now definitely one of the leaders in the conversational AI space. And so we're going to be picking Kim's brains around some of the successes that Unifor have had, some of the tips and tricks that she might be able to share with businesses that want to try and capitalize on what is now probably the biggest growth industry going. Since last November, conversational AI is looking good. And so, yeah, excited for this conversation with Kim West. And so without further ado, let's bring Kim on, shall we, Kim? Welcome to VUX World. Great to be here, Caine. Thank you for joining me. All the way from Canada. All the way from Canada, Toronto. Nice, nice. Representing. Lots going on in Toronto. Like, it seems to be that, you know, I say this every time someone from Toronto is on, which seems to be fairly frequent enough, but yeah, Toronto is a happening place in the AI space right now. It is. We like to say in Canada that we are part of the sort of creators, the place to be. Yeah, yeah. A lot of exciting companies in Canada as well. Cohea is based in Toronto, I believe, actually. They're doing very well. Yeah. So yeah, there you go. Thank you for joining me. So tell us about yourself then, Kim. How did you get into conversational AI generally? Yeah, no, great question. I always like to say that I am a former agent, actually. So Unifor itself started in the contact center space thinking through how do we actually improve communication. I was an agent 20 years ago, came across these companies that were actually doing cool things in the contact center space, and so found Unifor about two and a half years ago, and loved that they were looking at the full experience. So not only the back end in terms of tools for agents and then not just QM, QA for quality management, but they're looking at analytics in a unique way, and then really looking at the front end. I was like, wait a minute, if we can improve what's happening on the call or in the chat, we have some analytics, how do we then improve that front end self -service experience that a lot of customers are looking for? When we think conversational AI, we think of that front end, but it really blows throughout every part of the interaction a customer has with any brand that they're talking to. Interesting. Definitely get into analytics shortly, because it's definitely a topic well worth exploring and underexplored, actually, in lots of cases, I think. So you were a customer service agent, so you're answering phones at one point 20 years ago, you said? Yes, so I know the pain. I did it for three years, and I understand the sort of strain that happens with that in terms of you have to be efficient, you have to hit certain metrics, you get rated on how you're doing on a daily basis, sometimes weekly, in terms of did you do the opening welcome call, did you do all of the authentication, and then on top of that, did you upsell, cross -sell. So there's a lot that a customer service agent actually has to know and manage in one time, and the idea that for so long they were just doing it on their own is fascinating, and I think it's a great training ground for anybody that then later on wants to go out professionally into any role. I speak to myself like the reason why I have comfort speaking at all times in any medium is partially because of that experience. Yeah, and that's evident because I sprung on you that this was actually going to be a live broadcast about 10 minutes ago, and so adaptivity is also something that you learned there. It's interesting because we had the conversation with Sham Aziz from Selfridges last week on the podcast, and it touched on these exact issues, not issues, but these exact points, which is that having that foundation in customer service, answering calls, speaking to customers, teaches you so much about business in general and gives you a load of foundational skills that you can use for everything else beyond that. And in fact, Sham was saying that he thinks that spending time in customer service should basically be either an apprentice or a mandatory requirement of entering the workplace in general because of how much value there is to be learned there. Completely agree. There's actually a company I know based here in Canada, regardless what level you are, when you join the company, two weeks of the sort of onboarding is that you actually need to either take calls or need to do side -by -side shadowing of the customer success team, so you have a strong understanding of the customer base, their pain points, what the company actually does, regardless if you work in finance or if you work on the tech team. Yeah, exactly. I agree with that. And the other thing we were talking about is how customer service as a job isn't what it was kind of assumed to be before, which is like, so growing up and going to college, going to uni or whatever, at that kind of age between 16 to 20, early 20s, lots of friends had jobs in call centers and stuff like that. And it was always seen as a similar kind of job to working in a corner shop, which I used to do, or working in a bar, which I also used to do. It's almost like that entry level kind of job for lots of people. But the conversation I was having with Sham last week was that actually you've just named a load of stuff that customer service agent needs to do. Multiple systems, you need understanding of technology, you need to understand people, you need to have relatively not just thick skin as in not to take offense when you're being shouted at, but also the skills to be able to navigate that negative conversation into a positive conversation, which is a tremendous social skill to be able to have. And so it's kind of like, yeah, although there is these entry level jobs, customer service shouldn't really be one of them because it is quite a complex area. Especially not anymore. I think what's so fascinating is that now they're actually looking for people. So if I look and I think about our client base, our customers are looking for people who actually have post -secondary education and have some sense of being able to absorb a lot of new information because that adaptability and being able to understand what the company does really appeal to that customer, navigate the different issues that they have, maybe transition them into something else that they weren't even calling about. So yes, you resolve their base issues, but can you now maybe upsell, cross -sell them into something? Can you inform them on something new that's coming in the next six months? You're kind of getting that sort of seed planted. There's a number of things now that I look at it as becoming more and more of this professional training ground more so than just entry level. And you could have tiers now within the contact center of like, yes, come in entry level, great way to sort of just get started. But then there's growth potential even before you get to the next levels of supervisor management. And then it helps you if you want to continue throughout that company. Because most companies, if you think of the ones that have contact centers, are large global brands that we're all familiar with. We've all at one point had to call into a contact center because of some issue. And so those companies have fast departments and other areas that that person could work in as well. Mmm. Olya is shouting Shopify on the chat on LinkedIn. I don't know. That's because is Shopify one of the companies that mandates people spend time in customer services when people begin? I don't know. That'd be interesting. I wouldn't be surprised, actually. I know that they do encourage their employees to actually build their own retail store. So I could imagine they might be something similar like that. Just it's the empathy piece at the end of the day. I think the biggest thing, what I find funny actually with all things AI coming into our space is the emphasis on being human. And it's almost like we had to get the reminder that we shouldn't just be going through the motions for the longest time. When it came to customer service contact center, it was like the necessary evil. Like, let's have this thing. Let's make sure people are getting their answers. But now we're stepping back and rethinking it and saying, wait, how can we be more human if all of the other stuff that was like drudgery and time is being handled by the tech? How do we show up to be empathetic, personal, connect, actually build a relationship? And we know that gives you a lot more in terms of what everybody wants. Long -term customer value and pieces like that. Definitely.
CoinDesk Podcast Network
A highlight from GENC : Innovation at the Core of Marketing with Alyson Griffin, Head of Marketing at State Farm
"Gen C is the generation of the new Internet. In Gen C, the C stands for crypto, but it also stands for creators, the connected consumer and collectibles, both digital and physical with on -chain provenance. It stands for culture and characters, the ones we play in games and the companion ones that AI is building alongside us. It stands for community and digital citizenship and the new set of transparent and trustless tools being built to govern them. These are the people who were raised on a different philosophy on how they look at money, how they look at identity, how they look at privacy and how they look at the hybrid, digital and physical spaces being built all around us. And finally, how they reimagine their relationships with the communities and companies they interact with. We focus on how brands large and small are building for these audiences. Welcome to Gen C. Avery, I have to play you the new intro that I just made for Gen C. So here it goes. Edge of my seat. All right. So you might've noticed that was me not speaking English, but I am going to Portugal next week. So that was me speaking Portuguese. And how did I do that? Well, both you and I have been experimenting with, Hey, Jen's video translation software that utilizes AI to speak in multiple languages. You added an amazing piece that you put up on LinkedIn the other day. If you speaking Hindi, I don't know if you actually speak Hindi or not. Very limited. Very limited. But I just want to throw this stat out before I want to get your thoughts, which our is old friend, Mr. Beast, 50 % of the people who watch his videos don't speak English. And so what he does is hire voice actors all over the world to be the Mr. Beast in their local areas, because he knows that for him to go as global and get as many views as he needs, he has to be in language. And so what do you think about, Hey, Jen, and some of these new tools that are coming that will allow for video translation that is not only only, audio but as you and I have both been playing with, it also literally changes your mouth movements to be speaking the language that you've selected. Sam, thank you for turning me on to Hey, Jen. My first thought was that I was going to use it to connect my grandparents along because we do have a language barrier. And while I was sad to see that Telugu was not a supported language, I was like, it's okay. I'll do it in Hindi. And I sent it and they actually thought it was real because, you know, not everybody is familiar with powers of AI, especially with this sort of intonation, which is amazing. And then I started playing around with it a little bit more. And I want to call out Hey, Jen, but also 11 Labs, which is the voice translation that is powering all of this. Hey, Jen is sort of bringing that video, but 11 Labs does the audio. And we've been working on a couple of little things with 11 Labs in different capacities. I'm really impressed with what they're building. And it's critical because only 14 % of the world speaks English, yet 59 % of the world's digital content is in English. So if you're a person who doesn't speak English, much less, God forbid, is not literate, then you can't access the amazing, wonderful world of the internet that we all know today. It's a massive thing. I think it's early days. And of course, everybody rightfully so has questions on where is this data going? Who owns it? Who's storing it? Hey, Jen is an LA based company. And 11 Labs has raised from a number of investors, including Andre Sinso. We've done some diligence on them, but I think it's early days. But this technology is insanely powerful for brands, but in the immediate term for content creators. If I was a content creator, I would be using this immediately for my target languages, because it'll expand your reach so much, enable you to connect. And by the way, it's not going to be long before that's happening on demand. In real time, I mean. Yeah, absolutely. I mean, I did the same thing you did. I recorded a video that I translated into French and I sent it to my friend in Paris. And I said, I've been working on my accent. What do you think? And he gets back to me and goes, oh, like, you're really nailing the language, you're really nailing the accent. Like, you've come a long way. I don't speak French. Because the intonation is like you, right? Right, exactly. It's cloning your voice. It sounds like a white person speaking Hindi. Like, there's some things that are colloquialisms that a local person would never say, but it sounds like how you would speak Hindi if you were very good at it. Yes. I will also say what was fascinating to me was Angelique Vendette, who I also sent the video to, responded and say, okay, here's the problem. It's speaking French Canadian. It's not speaking Paris French. And then I had other friends who because I had put it up on Instagram and for the one in Spanish, I had tagged Mexico and I said, can't wait to get back to CDMX. And someone tagged me and said, no, this is speaking European Spanish. This is not speaking Latin American Spanish. So I do think there is like a lot of nuance that still needs to get worked out in it. But just the fact that I could record a 48 second video that people in Paris and people in Mexico didn't recognize that it was AI at first. I thought it was fascinating. I think you hit it exactly, which is, oh, yeah, if I was a content creator, if I was a brand marketer and I was doing shorts, I think this is a perfect way just to get more reach for your content at a 30 to 90 second level, which should be labeled as AI also. Agreed. Definitely. Cross -country transparency, 100 percent. Yeah, we'll talk about that in a second. But I do think that anyone who hasn't played with the page and video translator or there, you can now do it just by uploading a photo and snippets of your voice powered by 11, as you mentioned. So you can actually create yourself saying anything without even having to record a video at this point. You could all do it by text. So it's pretty fascinating. I'm very excited for where this stuff is going, because this is the kind of use case that I think you and I look at this and we're like, this has a very tactical, tangible opportunity. And I think the stat that you just mentioned, only 14 percent speak English, but 60 percent of the content is in English is such a big business opportunity when you really think about that. So, so relevant. Let's pivot from there to a very related topic, which is I don't know if you saw this week, but TikTok has started using AI labeling and Reddit and Reddit. Right. Exactly. For TikTok, anytime you use one of the filters that utilizes AI, now it's going to be labeled as AI. They also are doing auto detection for people who are utilizing AI software and they want anyone who is utilizing AI for their content to have a label on it. I think this is a step in the right direction. I would love all news content also to be labeled like this, because there's a lot of stuff out there. I read an obituary that was driven by AI about a basketball player who had passed away and it said the basketball player is unliving. So that was the way that AI described him being dead, was that he was unliving. And so clearly there's a lot of stuff that needs to get worked out. But from a brand perspective, from a creator perspective, I think that the idea that we should know when things are being modified feels like the right thing. But do you think that affects the creator economy in any way? I think it's similar to how we do hashtag ad, like trust or transparency is key. We just need to be transparent about using these things. I've thought that for quite a while as it relates to Instagram and TikTok filtering because people get unrealistic like body images. I mean, yes, some of this happens in like magazines and photo shoots and all of that stuff it has for a long time. But I'm all about trust or transparency and the digital ecosystem. Agreed. And I also think there's a healthy respect for knowing when someone might be utilizing a tool. It's a productivity tool. It doesn't mean it has to be less entertaining. It doesn't mean it has to be less interesting. I think our enterprise brands, though, we're still at a place where like we can't just use 11 labs like at scale right now. It's not ready yet. It's like a proof of concept. This is how it could be going. And back to what we've talked about before, it's building the muscle for when this really hits scale, we're going to be ready. Correct. And in terms of just going back to Mr. Beast, who has these 13 actors that play him around the world, he said, our team is very actively looking because it's not cheap to do that. And he said, our team is very actively looking. He thought from his perspective and when their research that it's going to be still a couple of years before we actually see it being good enough where he's comfortable. What he said, which was interesting, is they've done some AB testing where they use the voice actor and then they'll use a cloning. And he said every time he does a cloning, people are calling out that something sounds wrong and it distracts them from the content in the video, which I think for someone like him is just really important to make sure it's landing. Totally, totally agree with that. Yeah. All right. Final story before we get to an amazing guest is Crossmint and MasterCard are going deeper together. So Crossmint powered this artist portal that MasterCard released a couple of months ago. It actually brought one hundred thousand people into blockchain. It was primarily based on music and that was also powered by Crossmint. And it seems that Crossmint and MasterCard are getting in bed together even more with an eye toward small business, which I thought was kind of interesting. Just the idea of easy ways when you think of utilizing your MasterCard to pay for something and then thinking about a reward system that can be on chain, that feels like it makes a lot of sense, right? I hit my 10th time at the coffee shop. I get a little NFT that says I'm a 10 timer and maybe that gets me a free coffee later. But this feels like a very natural, easy way for blockchain and brands to get together. And I want to know if you have any thoughts about that. Yeah, well, I love Rodry and the team and of course, Raja and his amazing team at MasterCard and everything that they've done in this space. So recently connected with Raja and he was like, I'm still very bullish on Web3. And one, I love him for saying that because there's so many mixed reactions right now. And it's amazing to hear leaders who continue to invest, continue to launch programs like their startup accelerator and continue to support these sort of Web3 native businesses, massive bands of what Crossmint is doing. And I think that a partnership between a payment processor and a minting tool makes a lot of sense because you're likely going to be paying maybe not thousands of dollars, but a couple bucks for some of these things. And having that super integrated is a great fit. And shout out to MasterCard for continuing to innovate in this space. I see them. I see Visa. I see the banks really continuing to lean in and identify these enterprise use cases that can make their customers both B2C and also B2B customers lives a little bit easier. Well, we have asked Raja to be on the podcast 27 times, so we're going to continue to ask until he shows up. So, Raja, if you're listening, we're coming for you. Avery, after the break, we are going to come back with Allison Griffin from State Farm, a big brain marketing thinker, so excited to hear her perspectives on marketing, on the metaverse, on Web3, on innovation in general, because she's such a great thinker on that. So we will talk to her after the break. Sounds great.
Cloud Security Podcast by Google
A highlight from EP140 System Hardening at Google Scale: New Challenges, New Solutions
"Hi there, welcome to Cloud Security Podcast by Google. Thanks for joining us today. Your hosts here are myself, Timothy Peacock, the Senior Product Manager for Threat Detection here at Google Cloud, and Anton Chevakin, a reformed analyst and senior staff in Google Cloud's Office of the CISO. You can find and subscribe to this podcast wherever you get your podcasts, as well as at our website cloud .google .com slash podcasts. If you enjoy our content and want it delivered to you piping hot every Monday, please do hit that subscribe button. You can follow the show, argue with us and the rest of the Cloud Security Podcast listeners on LinkedIn. Anton, we are talking about what I think is one of the greatest investments teams can make today, which is preventing issues in the first place. Talk about hardening, which is great. Yes, but it's also, some people would say that this is a take from 2002 and now everybody needs a system that has AI and like big data and scale and good UX and not hardening. And to me, this is a fight that would go on because I feel like you're right, yet this take has become unpopular over the years. And this is, I'm not, what do we do with it? Well, I mean, I've never been afraid of being unpopular. If I was afraid of that, I wouldn't get out of bed in the morning. I think what's interesting here maybe about our guest is he's been doing it for a very long time at Google scale and his metric, his first metric he cited for whether he knows his team is doing a good job or not, I bet our listeners will not guess what it is. And so with that tease of something that doesn't come until 15 minutes into the episode, let's turn things over to today's guest. I'm delighted to introduce today's guest. Today we are joined by Andrew Huang, senior security engineering manager at Google. Andrew, I'm really excited about talking about hardening today because I spend so much time doing threat detection. It's like I'm where hardening has fallen short and I really think most orgs are probably better served by hardening than trying to catch the bad guys after they're already in. So maybe I want to start with a bit of a step backwards in time and ask, you know, when we think about hardening systems at scale today, hardening cloud systems at scale, what's different and what should people who are leading programs hardening clouds keep in mind that's different today than what they know for say the past 20 years? Yeah, great. Thank you. So if we go back 20 years ago, the early 2000s, that was really the rise of the computer worms. You know, we saw first email worms. We had I love you, Melissa virus. Then we saw sort of direct machine to machine worms, Code Red, Nimda, and then we were really hit by SQL slammer and blaster and so on. But these worms had in common is that they were definitely operationally disruptive. They were occasionally mildly destructive, but they were not anywhere near sort of the capacity or the abilities of the viruses we see today. But what they really did was raise the awareness that, hey, we need to invest in basic hardening or our systems are going to get taken down time and again. We have to have good perimeter controls and protection. We have to invest in vulnerability management and patching. We have to do isolation between different workloads so that we don't see lateral movements. So this was really the starting point of sort of hardening industry. We invested in firewalls. We invested in intrusion detection systems, patch management, as I said, and that was really good groundwork. It was effective against these types of sort of broad worms and the things that we were seeing at the time. But year over year, there's been a steady increase in the sophistication of the attacks we have to defend against. And there's been an increase in the impact of those attacks as the attackers have gotten deeper access to our systems and the data that is really important to our businesses and all of the people who depend on us. And so we have to take that into account and continue to modernize our approach to security. Today the threat landscape is complex and the role of the security defender is critical for businesses of all sizes. At the same time, the amount of technology choice we have is ever expanding, and this is creating a number of new attack surfaces that we all have to understand and stay on top of. Cloud, of course, has brought a whole new dimension to this in terms of our understanding of identity and perimeter and the key areas that those are integrated into our business. So one of the ways that I think we all need to stay ahead is we really need to hold to our software vendors, our platform providers, and others, and across our technology supply chain to take a shared fate model with us, where we're really working together to build systems that are securable, but also secure, secure by default, secure in operation. And so that's sort of one of the key takeaways that I'd have is as a community of defenders, we need to work together to make our systems secure. What you just said, shared fate. That's clearly super different, right? There wasn't even cloud 20 years ago, really. So how does maybe, aside from the shared fate and the fact that there's this different relationship between say a cloud vendor versus a I sold you some servers and now you put them in your own rack, how does that change the picture for hardening as well? It starts from let's make sure that we're not having products that come out of the box and have default ways that an attacker could get into them, like having hardened systems that we rely on, whether that is from a software vendor or from a cloud provider is really key. The next is making sure that we are training our people on how to use the systems in a way that is secure. So when we have examples from vendors or examples from partners, that those examples take the security best practices into account and aren't asking people to do things that are short, that are a little easier, but take shortcuts that leave them vulnerable. And then last is where we have a shared platform investing in the security of that platform so it keeps all customers safe. And we don't have to, like there's never going to be as many security engineers as the industry needs that we need to really scale out our approach to security. I think the scale out part is I wanted to kind of drill into a little bit because I vaguely recall the time when kind of the previous era of people being obsessed about hardening of course, when there was a question about sure, you can give me a bunch of config advice and a bunch of things and I can apply it to a server. But once I have to apply them to 5000 servers, suddenly a lot of things change. Nowadays we're not talking about 5000 servers, we may be talking about the millions or if you talk about cloud instances, probably even larger numbers. So what is the magic in scaling the hardening? Because ultimately I still have this possibly misguided view that hardening is easy, scaling it is hard.
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"And one of the things that we do is we determine who that audience is and who they want, and then we put it a connection strategy in place. So they can go and build their list and go reach out to people. That they want to bring into their network. And my clients get a 60 to 70, 80% connection rate, which is almost unheard of. But it's because of the way we set up their profile and it's because of the way we're doing everything. And even the message that we're sending. So they get very, very high connection rates. And once those people come into your network, now they are warm leads. They're either a warm lead for a referral, they could be a partnership. They could be a client, they could get you to somebody that you would like to meet. But you can't do all of that unless you build your network. So you've got to get people in. You've got to get the right people into your network. And a lot of people just don't realize this on LinkedIn. And they think that if I build it, they will come. And it's just not true. But will you talk some about what works when you're trying to get those people in your network and what doesn't work when you're trying to do that? Yes, so definitely make sure your profile is optimized for them. Your headline should be relevant to them, your content should be relevant to them. So when they come, when you try to connect with someone, the first thing they're going to see is your banner, your profile picture, and your headline. And if that does, if that is not on point, they will not connect. If they think, oh, why would this person be reaching out to me? Why would they be wanting to connect with me? It's not on point. So a good example of this is because I help coaches and consultants and professional entrepreneurs build their business. And if anyone looked at my profile, they would see that I work in all aspects from their offers to their marketing, to their sales process, to scaling their business. But if somebody and I even talk about helping them build a half a $1 million to a $1 million business, well, if someone tries to connect with me about getting ten K months, what do you think I'm going to do? I'm not going to connect with them. Is there a profile? Well, it's completely irrelevant. They're messaging off, and they haven't checked me out. And they have no clue what I'm doing, and they're just at that point spamming people. So all of these are pieces of how to do LinkedIn in the right way.
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"And so I suppose in that way, yes, it could. So I don't think there's a right or wrong answer here, Diane. I think it really depends on the kind of business you're in. And what the potential is. I'm connected to a lot of high school friends on face, but I don't think a lot of them are on LinkedIn. So, you know, it's, to me, it hasn't seen that relevant on LinkedIn. I'm sorry, but I'm glad I asked the question because I think it's such a good point that you really have to think about what are you wanting to accomplish, what is it relevant, you're absolutely right. All that matters in your decision making. Yes. Yes, at the end of the day, you're setting up that profile. So it's going to bring you the people that you want. And it's going to get you connected with the right people. And that's the other thing. When you reach out, the thing that people don't realize about LinkedIn is it isn't just inbound. You have to set up the profile and optimize the profile and you have to know what you're trying to accomplish on LinkedIn. And then there is some outbound work to get people coming in bounds. So you have to build your audience. You have to build your network of people. And because otherwise, you're just, you're just going to be on LinkedIn. It's not going to go anywhere. And people sometimes don't realize is they think if I show up and I post content, it's all everything's just going to flow into me. No, no, no, it doesn't work that way. You have to build a network of the right people. You have to bring the right people into your ecosystem. And that takes some outreach. And one of the things when I help my clients because most of the time, I am moving them to LinkedIn. A lot of them will be on Facebook or they'll be on other platforms. And I end up moving them to LinkedIn because one of the things I help people do is get much higher, bigger, higher fee, bigger fee, big deals, big clients. So they're on LinkedIn. And one of the things that we do is we determine who that audience is and who they want, and then we put it a connection strategy in place. So they can go and build their list and go reach out to people. That they want to bring into their network. And my clients get a 60 to 70, 80% connection rate, which is almost unheard of. But it's because of the way we set up their profile and it's because of the way we're doing everything. And even the message that we're sending. So they get very, very high connection rates. And once those people come into your network, now they are warm leads. They're either a warm lead for a referral, they could be a partnership. They could be a client, they could get you to somebody that you would like to meet. But you can't do all of that unless you build your network. So you've got to get people in. You've got to get the right people into your network. And a lot of people just don't realize this on LinkedIn. And they think that if I build it, they will come. And it's just not true.
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"Instead of make your about section all about the people you're trying to attract to your business. So it should be very compelling. You should have good copy. You want to show credibility in that about section, but you also want to show people how you can work with them. And what makes a good client or again, whoever you're trying to attract, that should be really optimized in your about section, and this is also another place to add great keywords, where once again, all of that is searchable because LinkedIn is a search engine. Then when you get down to some of the cool features about LinkedIn is when you get down to even the experience where you get to put in, okay, what were your past jobs and things like that? One thing that people do is they put in jobs and things that they've done in the past that aren't relevant to what they're doing today. And it doesn't really help them. In fact, you'll actually hurt your profile because you'll get searched for the wrong things. A good example of this is I owned a couple of health clubs and weight loss centers years ago. And once in a while, I will have people come through thinking I'm in the fitness business, even though that was a lot that was several years ago, but the reason I keep those on there is because I'm a business consultant in a business coach and I help people build businesses. And so it's important for me to show people that I've built and sold businesses because I also have on there that I've sold those. And so it is relevant to what I'm doing, but a good but that's what I'm saying that it can sometimes bring you the wrong people. Now I don't get a lot of that. I'm just going to say, but you could if you have that set up and it's not relevant at all to what you do now. So that's an important piece as well. And then another really important piece that I think people don't do enough of.
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"Instead of make your about section all about the people you're trying to attract to your business. So it should be very compelling. You should have good copy. You want to show credibility in that about section, but you also want to show people how you can work with them. And what makes a good client or again, whoever you're trying to attract, that should be really optimized in your about section, and this is also another place to add great keywords, where once again, all of that is searchable because LinkedIn is a search engine. Then when you get down to some of the cool features about LinkedIn is when you get down to even the experience where you get to put in, okay, what were your past jobs and things like that? One thing that people do is they put in jobs and things that they've done in the past that aren't relevant to what they're doing today. And it doesn't really help them. In fact, you'll actually hurt your profile because you'll get searched for the wrong things. A good example of this is I owned a couple of health clubs and weight loss centers years ago. And once in a while, I will have people come through thinking I'm in the fitness business, even though that was a lot that was several years ago, but the reason I keep those on there is because I'm a business consultant in a business coach and I help people build businesses. And so it's important for me to show people that I've built and sold businesses because I also have on there that I've sold those. And so it is relevant to what I'm doing, but a good but that's what I'm saying that it can sometimes bring you the wrong people. Now I don't get a lot of that. I'm just going to say, but you could if you have that set up and it's not relevant at all to what you do now. So that's an important piece as well. And then another really important piece that I think people don't do enough of.
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"For big fortune, 105 hundred companies, they are all on LinkedIn. And if you're looking for professional clients, even high net worth individuals, I think about 47% of millionaires are on LinkedIn, so that should tell you something, right? Yes, and the average income on LinkedIn is over a $100,000. So even people that are in professional jobs are making 6 figures multiple 6 figures, they're all on LinkedIn. It is the place to be. I see so many people kind of do the Instagram or the Facebook route and nothing wrong with that. But if you're really trying to get higher end clients, you're trying to get those clients that are harder to reach and they really are more in the professional space than LinkedIn is your place. Okay. I'm so with that. And now talk to me about the profile. So what does like the best profile look like? That's a great question. So first of all, people have to understand and I kind of want to go back to what we just talked about, why LinkedIn, even if you're not going to be on LinkedIn, you should optimize your profile because LinkedIn is a search engine. And so it will come up at the top of Google when someone googles your name if your profile is optimized. So it's a free resource for people, and it can beef up that digital footprint that online footprint that they have. So your profile needs to have several components. The first thing is your brand needs to look different and it needs to stand out and it needs to be, you need to be very specific about who you are really trying to reach on LinkedIn so that they will know your for them. So I talk about an expert profile. This is where it's very clear when people see your profile exactly what you are trying to accomplish and exactly who you're looking for. And that is the best way for people to support you on the platform. So often, people on their LinkedIn profile, they'll have that they maybe do ten different things. So in their headline, for example, or on their banner, you don't really know what are they trying to accomplish here, and I don't even know how to support them because they have ten or 15 things that they're doing, and they're all in their headline. So if you're wanting to get business on LinkedIn or you're wanting to, you know, whatever you're trying to do, you've got to understand that that's how people are looking at you like how can I best support you on this platform? How can I refer business to you? What is it you do? And if you don't have that really specifically dialed in, you're going to miss opportunity. So the first thing you have to do is think about your profile as somewhat a professional website because it houses so many things on there from a newsletter to videos to your podcast. I mean, you can host a lot of things on LinkedIn. But you want to start with your banner. It should be professionally done. It should be who it's for, what you're trying to accomplish. And a lot of people make the mistake of setting up their LinkedIn profile like a resume. And unless you're looking for a job, that's wrong.
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"To be when LinkedIn live first came out that they were only allowing it to certain people at a time. And you had to apply. And you had to be in creator mode, okay? So it's a toggle switch just on your profile just to part way down just below the fold. And to honor off it. Now it was originally meant by the name creator. If your content creators, because what you see when people are in creator mode, you see hashtags under their headline. Well, hashtags aren't for people hashtags are for content. Yeah. Right? So you get to see what those people write about, right? Hashtag relationships hashtag marketing and so on. And so I resisted it for the longest time because I'm not a big content person and because here's the biggest piece. From a first impression viewpoint, when you see somebody's profile at the top, you see a blue button that either says connect or follow. And if your first level connected, it says message. Okay? So you know you're connected to them. But if it says connect, which is the normal first way of doing it, that invites people to connect with you, right? If you're in creator mode, it says follow. Now, to me, that's for thought leaders and people with huge connection bases where they can't, they're over their limit and they have to just have you follow them. They're influencers, right? Today, a lot of people started using it without realizing that and they've only got 320 connections. Well, a lot of people that are just starting out like them won't know that I could still connect with you because I have to work somewhere else to find the connect button. So it doesn't invite that very well. However, LinkedIn have now changed things so that if you are in creator mode, you now automatically have access to LinkedIn live. And audio live, which is not I haven't really used. It's kind of their version of Clubhouse. And here's the other little piece. You know those people that when you look at their profile of their headshot moves and there's a video behind it.
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"To be when LinkedIn live first came out that they were only allowing it to certain people at a time. And you had to apply. And you had to be in creator mode, okay? So it's a toggle switch just on your profile just to part way down just below the fold. And to honor off it. Now it was originally meant by the name creator. If your content creators, because what you see when people are in creator mode, you see hashtags under their headline. Well, hashtags aren't for people hashtags are for content. Yeah. Right? So you get to see what those people write about, right? Hashtag relationships hashtag marketing and so on. And so I resisted it for the longest time because I'm not a big content person and because here's the biggest piece. From a first impression viewpoint, when you see somebody's profile at the top, you see a blue button that either says connect or follow. And if your first level connected, it says message. Okay? So you know you're connected to them. But if it says connect, which is the normal first way of doing it, that invites people to connect with you, right? If you're in creator mode, it says follow. Now, to me, that's for thought leaders and people with huge connection bases where they can't, they're over their limit and they have to just have you follow them. They're influencers, right? Today, a lot of people started using it without realizing that and they've only got 320 connections. Well, a lot of people that are just starting out like them won't know that I could still connect with you because I have to work somewhere else to find the connect button. So it doesn't invite that very well. However, LinkedIn have now changed things so that if you are in creator mode, you now automatically have access to LinkedIn live. And audio live, which is not I haven't really used. It's kind of their version of Clubhouse. And here's the other little piece. You know those people that when you look at their profile of their headshot moves and there's a video behind it.
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"And there are people who I love to watch and listen to their or read their stuff because they're very creative or they're very entertaining. They always say with content, educate, entertain, and I can't remember the third one today. But basically, inform inform, educate, and inform. So there's definitely a place for both. So I love that. And as you were talking about it, I was realizing that really content is more marketing, you know, because it is passive, it's more being in front of people and creating that having that exposure and awareness where what you're talking about with messaging is more part of a prospecting, yes. Sales trust information. Being careful though not to pitch. Okay, so okay, so that's what I was just going to ask you to talk to the listeners about best practices when it comes to reaching out to people on LinkedIn. Okay, so if you're doing the outreach, you first of all need to be aware, who do you want to talk to? Do I need to search for people in a geographic area in a certain vertical market? In certain that have certain positions in companies, know who you're looking for because you can do your search more specifically when you know that. And so then you narrow down your search and then you start looking at the people that have come up in the search. And as you do that, it doesn't mean you just go connect. It means you do a little research and you then look first impressions actually could start with that list of possible connections. Do they have a headshot? If they don't have a picture, I don't even bother. Right? Yeah. So they haven't had shot that I look at their headline and their name and if we have many common connections because I can see that from there. But I never connect from that list. I always go to their profile so that I can do a little bit of a research to see, does it make sense for me to reach out? Is there something I might be able to help them with? Or the fact that we have 259 common connections. And we haven't met. There's something wrong there. So that's often an opening line. But in when you decide who you want to connect with, then you basically in that first connection request, keep it broad. He put general because a lot of people actually don't go to your profile and look. They just accept or not. Okay. So the work starts once they've accepted it. So then, quite often, so when they've accepted it, you'll get a notification in your notifications on LinkedIn, perhaps an email as well, saying that you have a new connection, depends how you have it set up.
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"And there are people who I love to watch and listen to their or read their stuff because they're very creative or they're very entertaining. They always say with content, educate, entertain, and I can't remember the third one today. But basically, inform inform, educate, and inform. So there's definitely a place for both. So I love that. And as you were talking about it, I was realizing that really content is more marketing, you know, because it is passive, it's more being in front of people and creating that having that exposure and awareness where what you're talking about with messaging is more part of a prospecting, yes. Sales trust information. Being careful though not to pitch. Okay, so okay, so that's what I was just going to ask you to talk to the listeners about best practices when it comes to reaching out to people on LinkedIn. Okay, so if you're doing the outreach, you first of all need to be aware, who do you want to talk to? Do I need to search for people in a geographic area in a certain vertical market? In certain that have certain positions in companies, know who you're looking for because you can do your search more specifically when you know that. And so then you narrow down your search and then you start looking at the people that have come up in the search. And as you do that, it doesn't mean you just go connect. It means you do a little research and you then look first impressions actually could start with that list of possible connections. Do they have a headshot? If they don't have a picture, I don't even bother. Right? Yeah. So they haven't had shot that I look at their headline and their name and if we have many common connections because I can see that from there. But I never connect from that list. I always go to their profile so that I can do a little bit of a research to see, does it make sense for me to reach out? Is there something I might be able to help them with? Or the fact that we have 259 common connections. And we haven't met. There's something wrong there. So that's often an opening line. But in when you decide who you want to connect with, then you basically in that first connection request, keep it broad. He put general because a lot of people actually don't go to your profile and look. They just accept or not. Okay. So the work starts once they've accepted it. So then, quite often, so when they've accepted it, you'll get a notification in your notifications on LinkedIn, perhaps an email as well, saying that you have a new connection, depends how you have it set up.
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"So it's not a resume. It is not a resonant, it's not in third person. And it's also not a write up about your company. This is your personal profile. You may have a company page as well, and I encourage that. Where you would put things in the company, you would speak from the company perspective. But in your personal profile, it is about you. And about what you do and who you serve. Okay, awesome. So let's talk about making a great first impression. Because this is something I think people really don't care. Okay, so you meet someone at a networking event. And you may exchange business cards, although I don't do that anymore, but there's other ways to do it. However, you might want to go back to your office and you really liked this person and you want to connect on LinkedIn. In fact, I often encourage people to say, hey, are you on LinkedIn? Let's connect. But when you come to their profile, what's your first impression? It goes back to those four H's, right? It's like, are they showing me a professional profile and do they look like they know what they're doing? Are they here working or using LinkedIn? So that's the first impression. Great. That's great. Thank you. And I like connecting the profile to when they're connecting with people because I'm not sure people. So have you ever heard this old expression in it does show my age, but have you ever heard of the expression above the fold? Oh yeah. Okay, so the first impression is really above the fold. That's where the H is come in. That's all you'll see, right? So yeah, you want it to be a good one. Nowadays we call it above the scroll. Exactly. Yes. That's true.
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"So it's not a resume. It is not a resonant, it's not in third person. And it's also not a write up about your company. This is your personal profile. You may have a company page as well, and I encourage that. Where you would put things in the company, you would speak from the company perspective. But in your personal profile, it is about you. And about what you do and who you serve. Okay, awesome. So let's talk about making a great first impression. Because this is something I think people really don't care. Okay, so you meet someone at a networking event. And you may exchange business cards, although I don't do that anymore, but there's other ways to do it. However, you might want to go back to your office and you really liked this person and you want to connect on LinkedIn. In fact, I often encourage people to say, hey, are you on LinkedIn? Let's connect. But when you come to their profile, what's your first impression? It goes back to those four H's, right? It's like, are they showing me a professional profile and do they look like they know what they're doing? Are they here working or using LinkedIn? So that's the first impression. Great. That's great. Thank you. And I like connecting the profile to when they're connecting with people because I'm not sure people. So have you ever heard this old expression in it does show my age, but have you ever heard of the expression above the fold? Oh yeah. Okay, so the first impression is really above the fold. That's where the H is come in. That's all you'll see, right? So yeah, you want it to be a good one. Nowadays we call it above the scroll. Exactly. Yes. That's true.
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"Serving your customers and your clients, your competition's not going to be able to duplicate you. Yeah. Right? So it doesn't, you know, they can try they're probably not trying to do it, but they could try. It's not going to work. Because there really is enough business to go around and there's a synergy with having the right business, right? And working with the people who you should be working with. And so there may be times I find there are times when I need those people so I can refer people to them. People I'm not going to work with. Yeah. Right? And it just increases the value that I have within my network when I can do that. Yeah. You know, I'm thinking of. This within the LinkedIn realm. They call it, how do we pronounce it? It's a cooperative predator. It's like you collaborate and you cooperate, but there's still a competitor. But you're so friendly and there's so much business to go around. You just, you're always, it's like the rising tide lifts all ships. Yeah. Right. Right. It's having an abundance mindset not a scar on it. Yeah. Okay, now along those lines, I'm going to ask you another question, people ask me all the time. Should people be paying for LinkedIn? I would say this, when the time is right, if you're using LinkedIn and you're using it in a manner that, you know, you're in there and you're really using it like a tool. When the time is right for you to pony up, it will become very apparent to you. There will not be a question in your mind. So if a person has to say, oh, should I? It's not time yet. That's a great great point. You'll know when it's time because there's a few things that will happen. One, you'll start to say things like, you know what? I wish I could see more than just the last 5 people who checked out my profile. I want to see like 90 days worth. That's one of the first inklings that you may want to start to think about paying for LinkedIn. The second thing that'll happen, that'll make you start to go, oh, I think I should pay. You hit the maximum limit of search, so you've done so much you've conducted so much, you've searched for so many people and companies that LinkedIn says, oh, you can't conduct any more searches until the next until the beginning of the next month. That's a really good sign. Because that means you're really using it and so if you've hit that maximum search limit, that's a good sign. Another sign that you may want to start to pay for LinkedIn is you are maybe you're using the services. One of the new services page from the
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"You know, and that's what people are seeing today. So for a lot of business owners, and hey, I've been guilty of this myself. What do they say? The cobbler's kid has no shoes. Yes. But I have to do this myself, where I have to say, wait, where am I now in my business? And what have I accomplished? And I have to sit down and go, all right, let me let me dream a little bigger. Let me figure out what my new story is. You know, because it's not the one that I was telling ten, 15 years ago. Right? Right, because it evolves. It evolves. Go back and revisit and let me ask you this question. When it comes to sharing content, is it, I've heard, you know, differing views. Should people be sharing articles on that, you know, the LinkedIn write an article, should they be sharing a instead of like a blog post from their website? Should they be doing videos? What are you think? Well, articles don't do as well on LinkedIn as they used to. And it is hard to sit down and write an article. It's not something that a lot of people just can't wait to do. I would say focus more on posting. You could take, you can take maybe things that you've done or stories or advice that you have. I mean, you can certainly utilize links to articles, but just think to yourself, you know, what's going on in my world and what do I want to share? You know, maybe you keep getting the same question from clients. Maybe that would make a good post. You know, maybe something's going on in the industry that you have a way of, you know, a great improvement or it could be pretty much anything. In fact, if you visit my website, if you go to LinkedIn dash makeover dot com, I'm going I'm actually creating and it's going to be live within the next couple of days. It's a LinkedIn post idea generator. I don't nice. So you click on it and it'll give you an idea for a post with three hashtags. Wow.
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"And it's always easy to get distracted with something else. But when you sit there and you're looking at that LinkedIn profile, this is when the rubber hits the road. You can't just, I mean, yeah, I mean, you can copy and paste an old bio or whatever. But if you really want to be successful, you've got to do some deep thinking. And that's a good thing. Right. Exactly. I mean, we need to be doing that in our businesses anyway. Right? Exactly. All right, now let's talk about connecting with people. Because I hear all ranges of what people are comfortable with or what they're thinking they should do. And I'm also because I'm on LinkedIn. I also experience the people who connect think they're going to connect with me in the way they do it is just, you know, hinky. Oh my gosh. And, you know, Uber, salesy, and I can, you know, I can always tell when people have gone to a webinar because I get all sorts of requests that say exactly the same thing. So talk to the listeners about, you know, I guess I don't know best practices for connecting with people and building those relationships. Yeah, you know, I think one thing that you said that really resonates with me. And it's something that I too have seen a real shift in. You know, at one time, I used to talk about the LinkedIn headline. Now that's on the intro card at the very top. It's right below your name right next to your right by your profile picture. And it follows you throughout LinkedIn. And for what LinkedIn does is the default it's just your current title and your company. But this is a great place to optimize. This is a great place to really put in your tagline, make it into a real headline.
Accelerate Your Business Growth
"linkedin" Discussed on Accelerate Your Business Growth
"And back then, I remember opening up the LinkedIn profile. And it looked like a resume. You know, and no one wants to write about themselves. It's not easy to write about yourself. So let's take the path of least resistance. Let's find something that we could just copy and paste in and be done with this. Uncomfortable task. And I think LinkedIn LinkedIn recognized it, and hey, you know, this is the easiest thing. Just copy and paste that resume and be done, but the truth of the matter is that's the worst thing you can do. Most of the people who are your audience who are listening to this, they're not in job search mode. They do not want to find a job. They've got they've got a business. Right? They know what they're doing. So for them to copy and paste a resume in there, they're going to look like a desperate job seeker? Like, I don't think so. They sort of shoot themselves in the foot. Yeah. Yeah, and it's easy to do. So let's just let's just copy and paste it in. But a resume, when done correctly. And there's very few resumes that are done correctly, but that's for a different podcast episode. But a good resume should align you to the next job. Very specifically. It should not talk about the things that you've done in the past that you don't want to do again. Everything in that resume should align you to that next job. However, with LinkedIn, most people aren't on it to get a new job. They're on it for other purposes. They're on it to network. They're on it for sales and prospecting. They're on it for branding. They're on it because they're using it as a tool and it's the reputation management aspect to be able to broadcast their message and be seen in a certain way.
The Stephen and Kevin Show
"linkedin" Discussed on The Stephen and Kevin Show
"Influence the amount of volume you had said? If you were a financial fighter, what would influence the amount of volume? Well, I am availability of the target market would be one, right? Like how selective am I when I'm running an advanced search on LinkedIn am I getting a lot of results? Am I just getting a handful of results? Also, I think where you are in your career might matter too. So if you were a new adviser, you might say, no, I need to focus on volume. That's my approach. If I'm more of a senior adviser, you know what? I might say, I'm going to do less volume a little bit more personalization. So from the stage of career standpoint, you look at it much like you would any other colder prospecting that that if you're a senior financial adviser, you're not making a ton of cold calls, you're not going door to door. The same with LinkedIn. And it's not to say that you would never make a cold call to somebody that staging business. There may be times where you'd have a really highly selected person that you want to get in touch with. That's right. And maybe you're able to drop some commonality that helps warm things up a little bit. There's a way to go about it, but I do I completely agree with your point that your stage of the business may dictate your volume versus quality versus quantity approach. So we're going to go through each if you think about volume and personalization and you're thinking about it more in a quadrant format. There's four main options. The first one is going to be high volume high personalization. That would be ideal, right? Like I'm doing hundreds of these and I'm personalizing that approach with every single person, but the problem with that is more of a time management constraint than anything else. I mean, how much time can you devote to this? Yeah, 'cause there's not any formula for being able to personalize it at scale. It's not like we talk about personalize it. We're talking about referencing their profession perhaps, referencing mutual connections you might have referencing other commonality. You can't do that in mass. There's no template. There's no way to do that in any real mass version. It's going to take a lot of time. A lot of energy. So that if you look at the other options, so you say high volume low personalization. This is what a lot of advisers do and usually when they implement something like this, they use a bot, some sort of web based system. And even if you're going that route, it probably makes sense to use something like that. But Stephen, what would be some of the risks of a high volume low personalization approach?.
The Stephen and Kevin Show
"linkedin" Discussed on The Stephen and Kevin Show
"Your best. Yeah. The word is episode. I'm Stephen. And I'm Kevin. In today's episode of the Steven and Kevin show, we're gonna answer the question, do the affluent respond to LinkedIn messages. Welcome back, everybody. Episode number 91 of Stephen Kevin shows today we're gonna be talking about LinkedIn messages. The right and wrong, the best, the worst how you go about doing it. Right. There's no doubt that this is a topic that gets a lot of attention from financial advisers and, you know, rightfully, so it's very intriguing. It's using LinkedIn to message perspective clients into try and get them to respond to you and I think for a lot of the advisers eerily familiar. They think about their cold calling days or door knocking days or whatever it might be and it's like, I can replicate that through LinkedIn. Yeah, I think everybody looks for something that's scalable. You know, if I can do it once or twice, it works when I do it a hundred times. And what's really interesting in light of this whole pandemic we've been through is that the volume of messages going out has increased. I don't have an ounce of data behind that. My inbox tells me that. I feel your pain there, right? And we'll talk a little bit about some different approaches today as well, but one of the things that we did to kind of understand this concept a little more is we did a research project in partnership with Hartford funds where we researched affluent investors with at least 500,000 in the morning industrial assets. And we asked them, would you respond to a LinkedIn message from a financial adviser? Yeah, and the answer really depended upon the person's age. The younger person out there was more likely to engage. At least more likely to report the willing to engage. Those under 45, 39% of those under 45 said they would engage with a LinkedIn message from a financial adviser. 11% of those 45 to 65 and 4% of those over 65..