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VERNON HILLS, sick.--(business WIRE)--CDW announced today that it has performed TelePresence Video master authorized technology company (ATP) status from Cisco. This designation recognizes CDW, a Cisco Gold associate, as having fulfilled the training necessities and program necessities to promote, install and usher Cisco TelePresence Video items and options on the master level.

The Cisco TelePresence Video grasp ATP program provides a novel mode of working by which each person, far and wide will besides subsist more productive through face-to-face collaboration over Cisco TelePresence Video solutions. A Cisco TelePresence Video grasp ATP accomplice has the most efficient depth of knowledge and skill in deploying the entire Cisco video endpoint portfolio, which includes single- and triple-monitor Cisco TelePresence units, customized TelePresence suites and infrastructure options. Cisco TelePresence Video master ATP companions possess abysmal networking and superior Cisco Unified Communications capabilities, regional to international insurance and a tenacious and develope services follow.

“CDW is haughty to add Cisco TelePresence Video master ATP companion to their Cisco master Certifications in unified communications, managed functions and protection. this is a striking accomplishment in their trade,” said Christine Holloway, vice chairman of converged infrastructure options, CDW. “As attested by the eight Cisco associate of the yr awards they got prior this yr, CDW has a successful, lengthy-time era partnership with Cisco that allows us to invariably meet their valued clientele’ genuine technology needs. They cost Cisco’s capabilities in telepresence, and are excited to toil with their shoppers as they adopt this creative expertise.”

“The Cisco TelePresence Video grasp ATP software is designed to allow partners to hold advantage of the big market opportunities forward – not simplest in the telepresence house however besides in the overall collaboration market,” famous Richard McLeod, senior director of collaboration for worldwide channels at Cisco. “As a Cisco TelePresence Video master ATP accomplice, CDW has made an funding within the sales, technical and existence cycle functions capabilities obligatory to deliver the industry’s most finished and interoperable Cisco TelePresence Video portfolio.”

The Cisco authorized technology issuer (ATP) application is fraction of the Cisco go-to-market approach for rising technologies. The software helps Cisco to silhouette the skills, skills and features that channel companions should successfully sell, deploy and assist an emerging expertise. as the market adjustments, an ATP designation could subsist discontinued or might besides evolve privilege into a Cisco specialization.

in regards to the Cisco TelePresence and Video Collaboration answer

Cisco TelePresence® and Video collaboration options supply existence-like, excessive-definition, conferencing amenities with advanced audio and video, enabling contributors to satisfy their colleagues, customers and trade partners throughout a virtual desk. members can hold joy in a identical-room assembly adventure, besides the fact that they are located in separate areas bar zilch over. participants can additionally meet extra frequently and luxuriate in extra productive periods, assisting to increase trade interactions whereas probably pile greater customer relationships, accelerating earnings cycles, enhancing project administration and forming tighter integration with far flung offices.

About CDW

CDW is a number one issuer of know-how solutions for company, govt, education and healthcare. Ranked No. 32 on Forbes’ record of the us’s greatest inner most businesses, CDW points committed account managers who wait on purchasers opt for the privilege technology items and features to fulfill their needs. The company’s retort architects present talents in designing custom-made solutions, while its advanced expertise engineers champion valued clientele with the implementation and long-term management of those options. Areas of focus consist of software, community communications, notebooks/cellular instruments, statistics storage, video monitors, desktops, printers and options similar to virtualization, collaboration, security, mobility, facts core optimization and cloud computing. CDW turned into headquartered in 1984 and employs greater than 6,600 coworkers. For the trailing twelve months ended September 30, 2011, the trade generated earnings of $9.4 billion. For greater assistance, consult with CDW.com.

Cisco, the Cisco brand and Cisco TelePresence are emblems or registered trademarks of Cisco and/or its associates within the U.S. and other nations. a listing of Cisco's trademarks can subsist discovered at www.cisco.com/go/emblems.


BlueWater technologies recognized as Cisco TelePresence Video specific authorized expertise company companion within the united states | killexams.com existent Questions and Pass4sure dumps

No result found, are attempting novel keyword!"As a Cisco TelePresence Video specific ATP accomplice, BlueWater has made an funding in the revenue, technical and existence cycle services capabilities to convey the business's most complete and inter...

650-293 TelePresence Video Sales Engineer for(R) Express

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Killexams.com 650-293 Dumps and existent Questions

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650-293 exam Dumps Source : TelePresence Video Sales Engineer for(R) Express

Test Code : 650-293
Test appellation : TelePresence Video Sales Engineer for(R) Express
Vendor appellation : Cisco
brain dumps : 39 existent Questions

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Laurie Sandell and Jonathan Mostow are to subsist married Oct. 7 at Carondelet House in Los Angeles. Nathan Englander, who became a Universal Life minister for the occasion, is to officiate. On Oct. 14 Rabbi Linda Portnoy Goldberg is to lead another ceremony at Housing Works Bookstore Cafe in Manhattan.

Ms. Sandell, 47, has written features and cover stories for various national magazines including Glamour, where she was a staff senior writer until 2006. She is the author of two books, “The Impostor’s Daughter,” a vivid memoir she wrote and illustrated about her father (Little, Brown and Company, 2009), and “Truth and Consequences: Life Inside the Madoff Family (Little, Brown and Company 2011). She graduated from the University of Wisconsin.

She is a daughter of Phyllis H. Sandell and Richard A. Sandell of Scarsdale, N.Y. Until the 1980s her father was an economics professor at Ramapo College in novel Jersey. Her mother retired from Colonial Elementary School in Pelham, N.Y., where she was a first-grade teacher.

The groom, 56, is a Los Angeles-based director and screenwriter whose directing credits comprise the feature films “Breakdown” (1997), “U-571” (2000), “Terminator 3” (2003) and “Surrogates” (2009). He graduated cum laude from Harvard.

He is a son of the late Evelyn Mostow and the late George D. Mostow, who lived in novel Haven. The groom’s mother was a gregarious worker there. His father was a professor of mathematics at Yale and a member of the National Academy of Sciences. In 2013, he was awarded the Wolf Prize in Mathematics for his contribution to geometry and fib group theory. The groom is a stepson of the mathematician Sidnie Feit.

The groom’s previous marriage ended in divorce.

The brace met through JDate in 2014, after Ms. Sandell, a lone mother by election with a 9-month-old baby, decided to referee about dating. When Mr. Mostow reached out to her, she said he had a “kind face” from his photos, and they had their first date at an Italian restaurant in Los Angeles, where they spoke about books, movies and their children (he has four from his previous marriage).


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After 26 years at Cisco, the company’s former CEO and chairman John Chambers is ready to participate what he’s learned with a novel generation of entrepreneurs. But as a startup investor, he’s besides cognizant that the accelerate of trade is faster than ever.

On the latest episode of Recode Decode, Chambers told Recode’s Kara Swisher that businesses used to acquire to reinvent themselves every decade to remain viable. Now, they acquire to subsist ready to attain that “every three to four” years; even if they are doing the “right thing” based on their historical trade successes, complacent players risk getting disrupted by a rival who can glimpse at the landscape from a different angle.

“Microsoft would probably subsist an case — with Satya [they] acquire reinvented themselves, most companies attain not,” Chambers said. “Intel [is] a Great company, but they really, it’s one or two products that they’ve had that’s doing the majority of their profits. Not upright at Cisco and it won’t subsist upright at my startups.”

In his novel engage “Connecting the Dots,” Chambers besides argues that the U.S. as a gross is in necessity of an entrepreneurial reinvention. Silicon Valley no longer has a monopoly on startups, he said, as countries fancy France and India acquire explicitly developed tech programs to hearten investment. And Chambers stressed that a comparable movement stateside must comprise bar zilch 50 states — not just existing tech hotspots fancy San Francisco, novel York and Austin.

“We kept doing the privilege thing too long,” he said, pointing out that France has gone from 140 venture-backed tech companies in 2015 to 740 this year. “We assumed they were entitled to continue to lead, in Silicon Valley and this nation.”

“We acquire to acquire a national digital policy,” he added. “We’ve got to become a startup nation again, we’re losing it rapidly. That heat is being turned up on the frog in the pot, and they don’t even know we’re getting cooked.”

You can listen to Recode Decode wherever you procure your podcasts, including Apple Podcasts, Spotify, Google Podcasts, Pocket Casts and Overcast.

Below, we’ve shared a lightly edited full transcript of Kara’s conversation with John.

Kara Swisher: Hi, I’m Kara Swisher, editor at big of Recode. You may know me as the person who just taught thousands of people that Cisco is named after San Francisco, but in my spare time I talk tech and you’re listening to Recode Decode from the Vox Media podcast network.

Today in the red chair is someone I’ve known a very long time. John Chambers, the former CEO and chairman of Cisco. He worked there for 26 years, stepping down as executive chairman just eventual year, in 2017. He’s besides the author of a novel booked called “Connecting the Dots: Leadership Lessons in a Startup World.” John, welcome to Recode Decode.

John Chambers: Kara, it’s a joy to subsist with you, again.

Thank you. Thank you. You’ve been onstage with me at AllThingsD, I think, was when they were doing that, and then we’ve met many times ...

Oh, yeah, that’s when they did that “Voice would subsist free” ...

Voice would subsist free.

And completely transformed the service provider industry.

Right, that’s right. Oh, my God, I referee that was, when was that? Ten years ago, it was, probably.

It’s more than that.

More than that.

Probably 14.

Right, so let’s talk a Little bit about what your ... Let’s give your background for people who don’t know you.

Sure.

You ran Cisco, which was one of the most primary companies. I referee they met during the AOL days. remember when they had that outage?

Oh yes, Steve-

And blamed it on your ... Yes, blamed it on Cisco servers.

Well, it’s ...

What was it?

It’s fancy any outage.

Yeah.

A company can deal with their mistakes and step up to it, and they unravel the problems.

Yeah.

Oddly enough, the customers who champion you the best are usually the ones that acquire had problems, and you toil through ...

Yeah. But that’s where they met ...

So they ended up being a Great partner.

It was during that outage.

Yeah.

Cause they talked for my engage on AOL.

Yes, they did.

So talk about ... You were at Cisco for 26 years, talk about that for people who don’t understand what that was. You built it into a ...

Well, it was a rush. And to give you just a Little bit of background in total, I started straight out of school after about nine-and-a-half years in college — a unhurried learner, if you will. And I went to IBM, so I saw the mainframe era, and then as mainframes gave artery to mini computers I was at Wang Laboratories. And then as mini computers ...

So you hit em all.

Went to PCs and the internet, I went to Cisco. So I’ve had the casual to note bar zilch the major technology trends. And then going into today’s world from the internet, to the digital world, to ersatz intelligence. At Cisco, it was a rush. Joining the company when it had 70 million in sales and 400 people, and growing the company ...

Explain what it did then. What it was started to do.

In very simple terms, it allowed networks to subsist able to talk to each other, primarily in universities, etc. It’s really the geeks that esteem it.

Because that’s where ... that’s where that was happening, the internet was happening.

Exactly. And what I saw at Cisco was the casual to fabricate this mainline. And when they said Cisco and the internet would change the artery the world works, lives, learns and plays in the early ’90s, people thought they were out in left field. As it turned out, it did.

Now you were making the ... account for what you did, in a very simple way, what you bar zilch made.

What it allows is the ...

You’re the backbone.

It’s the backbone, it’s the halt lights that trudge data around the world, to procure your data from wherever you started till it ends up in the privilege location. And then they moved from just making the backbone, the routers, into switching, did acquisitions.

Lots of acquisitions.

In Silicon Valley, they were the ones that wrote the textbook on how to attain acquisitions. Then they moved into voice over the internet and video over the net. Then into data centers, then into security and collaboration. And so it was an honor being fraction of growing the company from 70 million in sales to 48 billion, 400 people to about 75,000 people. They won most of the top fiscal awards in terms of market capitalization, sharing that with employees. And besides the top corporate gregarious responsibility awards from political parties.

So what Cisco did though, was really ... it was sort of the quieter member of ... Like, the tremendous companies fancy Yahoo and eventually Google and others got bar zilch the attention because they were consumer-facing. But Cisco really was the background of ...

We were the ones that made it toil for business.

Right.

And they were business, focused on it, and for a brief time they were the most valuable company in the world. And they took technology and said here’s how it’s going to change the artery you work, live, learn and play. And they had a blast doing it.

So you did how many acquisitions over the course of the ...?

180. Honored to subsist in a lot of the textbooks written about it, Oracle would assure they modeled their acquisition model after us.

Right, right.

And now acquisitions are a ratiocinative artery to grow, Kara, as you know. But back in the ’90s, almost bar zilch of them failed.

Right.

So they said, how are they going to attain it differently? And they began to attain something that refers to the Little bit that I’m trying to train now, is procure a replicatable innovation playbook for anything you do.

Right.

Whether it’s how you attain acquisitions, and stay in while most of them fail, and what are you gonna attain differently. How you digitize a country. How you’re No. 1 or No. 2 in every product zone you disappear into. Eighteen major products, no company’s ever done that before or since.

Right, right.

Low barriers to entry. And they had a lot of fun doing it. There’s besides no substitute, as you know, being in this industry for a number of years, at being in the privilege spot at the privilege time.

Right, right, absolutely.

So timing has huge advantages.

So parade me, where is Cisco now? Obviously you tried ... you moved into voice, you moved into video and different things fancy that. You besides tried to trudge into media, that didn’t toil quite as well, some of the media stuff you bar zilch did, it was so many products that Cisco had that ...

Well, yes. And by the way, what Cisco does, and one of the primary things on the transition to the novel leadership is I watched while most of these companies failed in leadership.

Right.

And the CEO they brought in from a very minuscule company to a very big company has to subsist very careful in the transition to the next leader, and as you know the industry’s littered. Most bar zilch of them acquire failed. And so when they decided to fabricate that transition at Cisco, they said they want to attain this in a artery others acquire not, they wanted it to subsist a Harvard case engage study, they were too nigh to Stanford, people would acquire said home cooking. And it was. And they did a very smooth transition.

But fraction of it was besides once that transition was over, to give the reins to the novel leadership and to step away, and it’s their company to run. And so I deliberately acquire not been involved in that, and I really don’t comment in terms of where the company is.

Right. So talk about that transition for you. Because you were Cisco, pretty much.

Well, it was an honor.

You were the physiognomy of ...

Because I hired everyone except 23 people in the company. They moved from a single-product company to 18 products. They created 10,000 millionaires in the Valley, back when a million was really a million.

Right, right.

Could buy you a house in the Valley, etc.

Not now, I gotcha.

We won every corporate ...

Can buy you a minuscule apartment.

It will, unfortunately.

It can buy you a very minuscule apartment in the Bay Area.

And they won every corporate gregarious responsibility award there almost was in the world.

So what it’s fancy to acquire changed ... to trudge from that, from that.

Well I thought about it for over 10 years.

Yeah, you were leaving for a while, I remember.

Well, not leaving for a while. But knowing that I needed a turnover at a point in time. And I kept proverb I’ll subsist here five more years, five more years, and then suddenly I said three to four, and that was a lucid message. And I left at three years almost on the moment. And it’s fancy your family. They are a family at Cisco, I knew every illness of every employee, their spouse, their children. They worked together as a common team. They were fearless. No one really ever beat us, if you really referee about router competitors, switching competitors, etc. They quiet are the key leader in 40-70 percent market participate in each category. And then they moved into novel areas.

But they wanted to fabricate this transition work, and they wanted to attain it different than others. So I thought about it for 10 years, and the board obviously made the call, but they set it up as being an case for others to learn from. And if you referee to the high-tech companies who’ve done this, almost bar zilch of them crashed and burned or went sideways.

Yeah. So what acquire you been doing since then? What is your ...

Oh, I’ve been having the time of my life.

Okay, so this was a year ago when you ... you stepped back before that, but ...

I stepped back about two-and-a-half years ago.

Right, right.

So since then, I’ve been entirely focused on a startup world. At the time ...

Which ... did you attain investing before?

No, but I did at Cisco. They did $2.1 billion dollars in investing companies.

That’s right. Yeah, you had your venture ...

We acquired 180 companies. It was one of the key ways that they grew was really keeping their fingers on technology.

So what were you looking [at] in startups? You acquire your own fund?

I acquire my own fund, and Shannon Pina who’s here with me, is the chief of staff, it’s a magnificent company with three people. So going from 75,000 people supporting you to three is culture shock. But what it really is focused on is where is the world going, not where it’s been. And it’s focused on how attain they become a startup nation again. It’s focused on, they referee we’re the leader of innovation in America, they no longer are. Bloomberg, we’re not even in the top 10 countries anymore. We’re decreasing the number of startups per year ...

Yes.

And it’s a 20-year low. France, where three years ago I said it’s going to subsist the startup nation in Europe, it went from 140 venture capital-backed startup technology companies to 740. In three years. It’s become the model for Europe. I want to note that chance again in the U.S.

And with digitization and with a lot that’s going on in lofty tech, we’re going to extinguish 20-40 percent of the jobs that exist, everywhere in the world. So we’ve not only got to in the U.S. create 20-30 more million jobs, we’ve got to create more jobs for the ones they destroyed. So they acquire to become a startup nation again.

So let’s procure to that, because did you note the cover of the Economist eventual week was “peak Silicon Valley,” that it was losing ... people are going elsewhere. We’ll procure to the politics problem in that, because that’s fraction of it.

Small issue, facile to cover. Politics.

Yeah. But talk about ... so the concept of your engage is that they acquire lost this. That we’re not that anymore.

I referee they are no longer the leaders. But the concept of the engage is, how attain you lead in a startup world? And it doesn’t matter if you’re in the largest companies in the world fancy a Walmart or a Boeing or a JPMorgan Chase or a minuscule startup or a leader in any of those categories. You acquire to referee more fancy a startup in terms of innovation.

Right, I want to procure to that in a minute. But why attain you referee we’ve lost that? Because people referee of Silicon Valley and the U.S. as a startup culture. The start of entrepreneurship, the greatest companies were started here, from Cisco to Google.

It’s the privilege question. The retort is they kept doing the privilege thing too long. They assumed they were entitled to continue to lead, in Silicon Valley and this nation. I’m out of Boston 128, the interstate that goes around Boston.

Sure.

We were the high-tech heart of the world, they couldn’t even spell Silicon Valley in the ’80s.

Right, right.

And within two decades, there aren’t any major high-tech companies there anymore.

Right.

Same thing could chance to Silicon Valley. So the first thing is, they kept doing the privilege thing too long.

What does that mean?

That means they continued to referee that they were the innovators and didn’t realize that the global landscape was changing rapidly, and that to subsist an innovation leader in startups, it’s gotta subsist inclusive across your gross country, not just in Silicon Valley, Austin, Texas and novel York. It besides means the government has to procure out of the way, and they got so much rescue on us.

I’m a West Virginian in my background, most people acquire never hunted frogs, caught frogs, or ate frogs, but what you study in school is you rescue a frog into a warm pot of water and you slowly swirl up the temperature, the frog cooks. If you rescue him into the boiling pot of water, they jump privilege out. The relaxation of the world is jumping out to a novel level of innovation.

They’re setting audacious goals of digitization for their country, it doesn’t matter if it’s India with Prime Minister Modi, Macron in France, and they’re setting startup innovation as a key plank. And they address it from everything, from immigration to how they remove the regulation issues, and they’re moving at a accelerate much faster than the U.S.

I never thought I would note this chance in my lifetime. I understood the concepts of a Silicon Valley, a Texas and novel York, and the challenges of getting across the country. But I never felt the U.S. would lose its leadership this fast. So I referee we’ve got to fabricate it a national priority.

We’re the only country in the world without a digitization strategy. The only one. I mean, Macron outlined it the minute he became president of France. Modi did three-and-a-half years ago. They tied it to GDP growth, job creation, startups, and they are tripling and quadrupling the number of companies they have.

So why is it that they didn’t? Why is it that it didn’t? Because the internet was started, as you know, by the federal government. It was ... tech has been largely unfettered from a regulatory point of view, for most of its ...

It largely has, that’s fair.

It largely has. So what hasn’t it done?

Regulations on startups and how difficult it is to become public, etc., and maybe even short term, mentality of investors including VCs and stock market ...

Right, there’s no lack of money. There’s no lack of investment.

I’m not so confident I would agree. So just giving you the numbers, the U.S. used to acquire 90 percent of the venture capital 20 years ago. Ten years ago, 80 percent. Today it’s 50 percent. The number of IPOs going public on the novel York Stock Exchange or Nasdaq will subsist a Little bit over 200 this year, up slightly from the eventual two years. In the mid ’90s, when they created 24 million jobs in eight years, there were 750 companies going public per year.

It needs to subsist a national policy, and they necessity to drive it. Every other country in the world, their top government leaders and their political parties on both sides are focused on how attain they digitize their country, understand the downside from it, because it will extinguish a lot of jobs, how the education system has to change. And startups and minuscule companies getting bigger will subsist where bar zilch job creation occurs.

So how did that chance in the first place? I acquire some other theories about it, including having to attain ...

What are your theories? disappear ahead.

That there’s five giant companies going down the highway fancy semi-trailers and nobody can procure past them now ’cause they’re bar zilch ... they don’t compete with each other, really. I wouldn’t assure Amazon, Apple, Google and Facebook are competing with each other at all, practically. You know, they’re sort of splitting up the pie in inescapable areas. And that there’s no leeway for startups to disappear around them, in any way.

And the government can’t attain anything about it because it’s not Microsoft, fancy in the primitive days that you could target one company. That individually they’re bar zilch so paramount that there’s no leeway for anybody else. And why would you disappear public in a lot of these places? That’s the other part, is they acquire bar zilch this cash and they don’t acquire to disappear public, and they can wait to disappear public. And why attain it in the first place? Is there any capitalize to it? bar zilch kinds of reasons fancy that.

Well then, going in the invert order, you’re privilege that a number of companies are hesitant about going public. And there are a lot of reasons for that. First is they can procure the cash on it, and the second is they don’t acquire to rescue up a shareholder activist, a recorded reporting, they can stay private for a longer era of time. Now unfortunately for that, the employees don’t capitalize as much, and the tolerable American who invests in the stock market does not benefit.

Yes, right.

So this is not in their best interest.

Right, right.

But secondly, don’t let those numbers, Kara, fool you. They’re minuscule compared to ... venture capital is down too, 50 percent of the world’s venture capital is here now.

Right, yes.

Our number of unicorns acquire decreased by 20 percent of the world’s unicorns, which are future job creators, etc. Their startup arena is anemic in terms of it, and it’s primarily in six geographies where 90 percent of the U.S. venture capital goes into. So how they change that as a country is very doable.

Now to your second question, I’ve always loved taking on tremendous companies. And with my startups, when I select which ones to attain — and I procure the pick of the litter, you could quarrel attain I deserve that or not — but the venture capitalists usually say, “Here’s a portfolio. John, you know how to scale companies, you know how to wait on operations, you know how to develop CEOs. We’ll give you very auspicious terms,” and so I attain procure to pick. But my goal is for each one of them to subsist No. 1 in their segment of the industry they disappear after. And I’ve never worried about taking on the giants.

At Cisco, they took on companies fancy Intel, fancy IBM in the initial days. They took on the Nortels, the Lucents, the Alcatels. And what happens is, as companies procure bigger they procure slower, they often procure crossway with government, they forget that you must give back as well as hold in terms of profitability, etc. So I actually referee companies are more challenged now in terms of, is tech for obliging or is tech for nasty in this country?

Yeah, we’ll procure to that. Yeah.

And a segment of it might subsist that it’s stifled segments of startups. I’ve actually create the reverse. Most of the innovation is coming out of startups today. When you acquire a SparkCognition partnering with a Boeing, and Boeing’s a very innovative company, but they’re doing a 50/50 joint venture on the next generation of unmanned aircraft and how you attain the systems to maintain this. A company with 200 people down in Texas.

Or there’s another company in novel York that basically has ersatz intelligence, and bar zilch of a sudden the biggest companies in the U.S. are working with that company on how they transform their business. They went from a 1.4 million rush rate eventual year to over 70 million this year. So I would actually quarrel that startups will subsist where most innovation happens.

Oh, I referee it’s true, that is true.

And that as long as it’s a level playing realm they can attain well. Now to your point, maybe venture capitalists demure away from investing in an zone that might subsist too direct with an Amazon, or too direct with a Facebook, etc. But about the time that big players referee they’re invulnerable, they are very vulnerable.

What can the government attain privilege now? Assess this government, privilege now. Or the past two administrations. This one doesn’t acquire almost any interest in that, from what I can tell.

Well let’s ... Yeah, I know, that’s a very provocative question and I would retort it very square.

It’s not provocative, it’s true. There’s no CTO, there’s no science adviser ...

Kara, I esteem you, you procure the issues on the table.

I know you’re Republican, but I’m snoopy what kindly of Republican you are these days.

But I’m besides ... Okay, let me disappear in invert order.

Okay. bar zilch right.

I champion as many Democrats as I attain Republicans.

Okay. But you were one of the few Republicans in Silicon Valley at the time ... you brought ... they were talking about John McCain, and again, I’m so sorry ...

John McCain was one of my best friends in life. He taught me so much.

Yes. You brought him to AllThingsD.

I miss him so much.

Right. But you’re kindly of a John McCain Republican.

Yes, I am.

Yeah.

But also, understand, I referee the definition of Republicans and Democrats has really blurred. I’m after a country where you just attain the privilege thing for the country. That you attain the privilege thing for bar zilch citizens, inclusive of bar zilch citizens, for bar zilch states, etc. And my basic philosophy, and I try to exercise this with startups, is one of your core values should subsist just attain the privilege thing.

That’d subsist nice, John.

And so I’m a person that believes in gregarious equality in bar zilch ways. My Republican counterparts would summon me generous in that. I would just assure I’m in palpate with the world that exists. And yet I believe effusively in the value of trade creation and job creation, and working together on it. So what are they missing?

To a ... I want to fabricate that point. I mean, you and Meg Whitman were one of the few Republican ... outspoken Republicans, at the time. This was 10 years ago, 10-15 years ago.

And Safra Catz was probably the third.

And Safra Catz. Although she’s now not as much ... she’s besides fancy you, I referee she’s very similar to you. I just actually shared an airline flight with her.

She’s really good, by the way.

Yeah, she’s great.

Yeah.

She’s amazing. But you bar zilch now glimpse fancy Communists at this point, fancy compared ... you know what I mean? In the Republican party.

No I don’t referee so. I know the Republicans well.

Well, Socialists then.

And I know the Democrats well. I’m a temper in this environment.

How attain you asses? Yeah. So what attain you attain as a moderate?

Basically you try to bring the country back together. And you acquire the courage to lead, fabricate very bold projections about what can subsist done. You can imagine proverb in Europe, “France will become the startup nation in Europe,” but at the time, it’s the worst situation in Europe to attain business.

Right.

In three years, they are. The U.S., once they choose to rescue a person on the moon, they can attain it. And both parties should near together. It’s about job creation, it’s about equality, it’s about bar zilch 50 states.

So how attain you procure them to that? Because it seems fancy bar zilch we’re arguing about is the most inane of things.

Well, you said it very well. I referee we’re focused on — my parents were doctors — what I summon symptoms, as opposed to underlying issues. We’ve got to become a digital nation. They acquire to acquire a national digital policy. We’ve got to become a startup nation again, we’re losing it rapidly. That heat is being turned up on the frog in the pot, and they don’t even know we’re getting cooked.

So what does the government acquire to do? And then I want ...

Well, the government has to create ... It was a obliging first step on the tax policy. And Kara, you know, I was the poster child in Washington for what, 17 years, trying to procure tax policy changed. It hadn’t changed since Microsoft became a company. And so that was a obliging first step. The second step ...

Although many people feel that inescapable people capitalize and others didn’t. But let’s trudge on.

The economy, the economy speaks for itself. And it was artery overdue. And was it perfect? Of course not, but at least it was a Great start, and we’re bringing back money and investing it back in America. You can’t quarrel with the results on that. But that was a transaction.

We necessity to say, “How attain they change their education system? How attain they acquire the courage to fabricate changes that other countries are already doing?” I disappear back to France. France, with Polytechnique, top engineering school, in my opinion, in Europe, is the best source for engineers for American companies today. Then they acquire creative ideas fancy School 42 that is a private, tuition-free, nonprofit organization that is starting to really crank out engineers, and while it’s very mixed, if you hold those top-quality engineers, as I talked to one of the startups today, they are a source as obliging as Polytechnique, and you note other countries moving.

I referee we’ve gotta acquire the courage to attain this differently, and if we’re waiting to hold companies public, we’ve got to find a artery of growing them faster to create the jobs.

So, you assure a digital strategy for this country. How does that ... Who has to attain that?

All right. So, let me parallel. It’s a Great question. Let’s glimpse at the internet strategy that occurred. I had the honor — and I’m speaking to my age now — of being at the White House with President Clinton when they announced the internet era and said, “This will change their country.” And to his tremendous credit, even though he’s a Democrat ... Nobody can subsist perfect. A Little bit of humor for the Californians here. You’ll procure used to it, Kara.

Okay, I got it. I got it. I got it. I’m good.

My humor hasn’t got any better. They outlined what it could attain for the country, and fast-forward eight years, 22.5 million jobs. The eventual time America got a raise other than they’re starting to this year was in that era where the tolerable family income went up to 24 percent and the economy grew 34 percent.

With digitization, you could attain the exact identical thing. obliging news and nasty news, it’s gonna trudge much faster. The accelerate ... And just referee about how long did it hold Amazon to displace Walmart as the most valuable company? 21 years. How long did it hold Tesla to displace GM? 14 years.

Mm-hmm, but we’ll note on that one. Right?

Yeah, we’ll see.

We’ll see.

But it’s fancy any leadership ...

It’s quiet an primary company. Yeah.

Well, what he’s done has been amazing.

Absolutely.

Every company gets knocked down. The key is how, when you procure knocked down, how attain you procure back up? And then it took Uber seven years to pass Tesla. The next companies will change in three to four years. So, it’s this accelerate of change that they acquire to procure used to, and that’s where you necessity a replicatable process.

Other countries are saying, “This is where my digitization strategy is going.” exercise Modi as an case in India. 1.3 billion people, he’s gotta generate 1.2 million novel jobs per month, and he has the courage to silhouette digital strategies for his country, and I’m honored to subsist his adviser on this, and it means 2 to 4 percent extra GDP growth. It gives him a casual to add 1.2 million jobs per month. referee about that number. It gives him a casual to attain smart cities. They acquire to become a startup nation. They acquire to become a manufacturing center, and here’s his device to procure there.

France did the exact identical thing. Even though Macron and Modi near from antithetical sides, I am the global high-tech ambassador for France. Can you imagine the U.S. having a German or a French person answerable for the technology ambassador here? It gives you an understanding how out of box these people are thinking.

Right. So, who needs to attain it here?

It needs to subsist owned at the top, but also, both parties acquire to near together. If the first country to digitize was Israel and bar zilch three political parties came together, Shimon Peres, a prior friend of yours, Great friend of mine, miss him every day, and Netanyahu said, “This is in their best interest to attain it,” and they digitized their country, formed 20,000 jobs, GDP growth, etc.

So, from the top?

From the top, but then businesses ...

John, it’s not coming from the top. I’m pretty inescapable he just wanders around yelling about Russia. That’s pretty much it.

Well, this is where I referee we’ve gotta acquire ... bar zilch sides are equally responsible. The Democrats and Republicans acquire to bring this together and acquire a common goal. The tidy thing is, Kara, who in America can disagree with job creation? With minuscule business?

Of course, but I’m just saying, I’d fancy to understand how that’s gonna toil given the current political discord.

Well, I referee there is nothing fancy an occasion and a challenge, and a roadmap to procure there.

Yeah, but I want to know brass tacks. How is that gonna happen?

All right. So, brass tacks is you fabricate India successful, you fabricate France successful, you assure the U.S. should result that model. We’re no longer the leaders. Secondly, you procure both political parties on this issue to rescue aside their differences and say, “Everyone should supervision about startups in every one of the 50 states. What attain they necessity to attain it?”

So, again, who does that, John?

I referee you necessity to acquire examples in business, and I intend to subsist a role model, and we’ll note if I can earn that dependence or not. Instead of doing startups in Silicon Valley where, Kara, it’s much safer for me to do, because I can back-channel every person I hire, I know bar zilch the venture capitalists, I procure my pick of the litter for every company I disappear into in spatial terms. I’m deliberately doing it across seven states now, and I intend to disappear ...

You and Steve Case are wandering the country.

Steve has the identical concept. He’s just doing it a different way, and I root what he’s doing, and I know you know him very well, but they acquire to acquire trade leaders step up to this. I would challenge the tremendous companies you just mentioned. Why not hold a inescapable amount of their tremendous wealth and give it back to society in startups in bar zilch 50 states and hold a brace states and sponsor them? I level to attain that in West Virginia.

Well, they’re sedulous testifying in front of Congress for ruining democracy, but that’s why they’re busy. They’re not in the best shape. We’ll talk about the image of tech, but privilege now tech doesn’t acquire the best ... Techlash, yeah.

Well, tech has moved from the image in the ’90s with the internet to tech is obliging for everyone, and every government leader, Democrats, Republicans, bar zilch agreed, and with TechNet, John Doerr and I founded it, and for 20 years they went to Washington, they were trusted by bar zilch sites. Still, TechNet is within that, but we’ve gotta subsist very careful.

Tech isn’t just about making profits or doing what’s privilege for your company. Citizens and governments acquire very legitimate concerns, and if you don’t address if we’re gonna extinguish jobs, how attain you create them? Cisco with Networking Academy has created seven million students trained on this over 20 years, and they focused on each country, on giving back. I referee tech has to procure back to the basics.

Well, I referee that privilege now the narrative is damage, the damage caused by everything from tech addiction to the Russians to fake news to the political discourse.

Yeah. Can I acquire fun with this one?

Yeah, please.

I’ve been through this. Basically, with the internet, it was gonna extinguish a lot of jobs, and they focused on how does it create more. They focused about how trade and government, regardless of political party, could toil on common objectives. I was in China in the mid ’90s, and one of their talk expose hosts, she said, “People are addicted to the internet, and glimpse what you’re doing to their children.” I mean, that was out of left realm ...

Yeah, I remember that.

... but the issues were the same, and they said, “Here’s how they attain the legitimate balance.” And this is where, even though I near from a conservative basis in terms of my attitude toward job creation, etc., this is where I referee bar zilch parties acquire to near together and say, “We’re gonna change.” So, it requires the citizens. Why did France change? They had a leader at the top, actually two. Hollande started it but Macron took it to a gross novel level, but the citizens were ready. The citizens realized that startups could subsist the future.

If you would’ve gone to Polytechnique, their equivalent of Stanford or an MIT, and asked them seven or eight years ago, “Are you gonna disappear into government or tremendous companies?” 90 percent of the students would’ve said government or tremendous companies. When I lecture there now with the secretary of defense from France, they talked about startups, and now the majority of people at Polytechnique are going into startups.

We acquire to procure that energy back as a country. They control their destiny, quiet acquire 50 percent of the venture capital in the world, quiet acquire the role models and the training, and they can scale quicker than anyone else, but we’ve gotta understand continuing to attain the privilege thing too long got us in trouble.

How attain you glimpse at what’s going on in China? Because I just interviewed Kai-Fu Lee. They’re cleaning their clocks in AI and other areas, for lots of various reasons, for bar zilch kinds of reasons.

Well, China I probably know as well as most of your visitors. I was fraction of Wang Laboratories, as I said earlier, which is a Chinese company in America. Dr. Wang, the most brilliant man I ever met, and he was Jiang Zemin’s roommate, the person who was president of China.

That was fun.

So, I got huge access. I mean, it’s the identical class group. I got huge access to the Chinese leadership, and I’ve had ... You talk about market transitions, and Kara, I acquire a lot of weaknesses, but I procure market transitions right. I listen to customers, and I situation my bets usually in areas that conclude up being privilege because of crowdsourcing and data collection. I wager on China in 1995, at a time almost no one else did, and it served Cisco very well.

Right, which they were copycats. They talked about that, they were seen as copycats then and not an innovation center.

No. I knew they’d subsist innovative immediately because at Wang Laboratories, when they rescue in Wang mini computers in China, everybody would read the books, even if they had nothing to attain with mini computers. I knew they’d subsist their biggest potential colleague or challenge on a global stage.

Right. So, how attain you glimpse at what China’s doing now?

So, currently in China, I referee unfortunately it’s developed into win-lose mentality.

Yeah, it’s a tough place.

China, during my lifetime, has largely been a win-win partner. You had to negotiate, top at a win-win. In the eventual 10 years, it’s really lost that relationship with the U.S. to where it’s been a loss for the U.S. and a win for China. They acquire to procure back on a win-win, and we’ve gotta find a artery that it benefits both countries, which I referee it does, and I’m optimistic we’ll procure there.

I referee if you’re betting on one country privilege now in the emerging world, it’s India. It’s an instant replay of China. It’s a democracy as well. You’ve got an fabulous leader in Modi who’s taking risk that others would not. Couldn’t you imagine, it takes us 17 years to change their tax policy. Modi demonetizes his currency in a weekend.

Well, it’s nice being a Little fascist, but disappear ahead. trudge on. It’s easy.

Well, no. He basically ... What he did was change the currency in terms of taking circulation out that had been counterfeited, etc.

Yeah, but he’s a Little bossy. I’m gonna assure bossy.

Well, most obliging leaders are a Little bit.

Not that much.

Kara, even you and I occasionally ...

I procure it, but I don’t rush a country. He’s got some issues, Modi, but ...

But it’ll subsist fine. The tidy thing is I referee it’s the best thing that’s happened to India since Gandhi, and if India can increase their touchstone of animated ...

There’s some gregarious issues there that are problematic, but disappear ahead.

There are.

Yeah.

But which other country are you gonna wager is gonna double their per capita income every 10 years for the next two to three decades? India.

So, not China. That’s interesting, because I feel fancy China in AI, with the data they’re collecting ...

Oh. Now, you hit a different issue. The issues about technology leadership, you’ve gotta acquire a national policy, and they clearly do.

Yes, they do, and they stick to it.

They acquire a national digitization policy. They acquire AI being very important, just fancy the internet, and they fabricate it a national policy to lead here, and they remove the roadblocks for that happening, including some roadblocks on intellectual protection, which is very primary to maintain.

But the internet, they maintained their leadership on in the U.S. because they moved very rapidly, and they created a win-win relationship with China. They necessity to attain the identical thing on digitization, but this requires technology leaders to subsist a fraction of every company and of every political office, and this is where maybe I’m a dreamer, and most of the time when I attain dream and say, “Here’s how they can procure there,” that often happens.

I believe their country can procure this right, but it requires taking a step back and saying, “We acquire to attain it differently.” It requires the Republicans and Democrats working together, and it requires the citizens to say, “This is what they want. They want a startup economy again.” I want my children ... Remember, I’m from West Virginia. I lived in North Carolina, Georgia, Indiana, Ohio, Illinois. We’re leaving behind that fraction of the nation, and the people know it. It’s gotta subsist inclusive in what they do, and that’s really what the engage that I’m writing about is.

So, we’ve just been talking about how the U.S. is lagging behind everybody else, and I correspond with you in that regard, and we’re leaving a lot of people out.

Yes, they are.

I referee that’s a harder problem to deal with for ...

Yes and no, but I referee it can subsist dealt with if they attain startups privilege on a different scale.

Right. Exactly. So, it’s not just a matter ... I referee it’s a matter of national policy. I correspond with you in that, but I don’t referee they acquire any kindly of political will to attain anything about it. I just don’t. I just don’t note where it’s gonna near from. And maybe these things change very quickly, and they did before, and so maybe they’ll attain it again, but it’s really difficult to imagine ...

It’s a objective challenge.

... given tech is on the ropes from an image point of view, so they’re not focused on anything but sort of saving their hide, and their government is completely out of palpate with challenges that are coming, a lot of challenges. That’s just my feeling, but let’s talk about these leadership lessons that they acquire to do. So, talk about some of them from the book, of what you referee is critical.

Sure. Well, first, I wrote the book. I thought books are confiscate to write once you’re extinct and somebody else writes them about you, and as you know, I’m dyslexic, so writing is very painful for me, so the eventual thing I wanted to attain was to write a book. I changed my intelligence because in my current novel chapter in my life, I’m doing startups. I acquire 16 of them I’ve invested in, about $100 million invested in these startups, and I want them to subsist the role model for how attain you grow and scale startups in this country, not just in Silicon Valley. I deliberately acquire them across seven states, and I want to hold it to 10, and I want to expose that this is a model that could toil across their country. The second thing is I’m ...

I’m sorry. attain you acquire one in West Virginia?

We will probably attain that very shortly in November.

Okay, given you’re from there.

Not to procure ahead of the announcement.

My family’s from there.

Thank you.

My dad was from there, Morgantown.

Oh, I knew I liked you well.

Yeah, yeah. He went to University of West Virginia, and medical school.

Well, we’re gonna announce with the University of West Virginia in November major changes on startups and the university trade curriculum and stuff.

Oh, that’s great.

We’re gonna try to fabricate it a model, much fancy Steve Case is trying to procure different ...

Rise of the rest.

So, what I’m focused on is not how attain they fabricate 16 companies successful, and I measure them on attain they grow headcount jobs by 40 percent a year, which means by definition, they gotta grow 50 percent to 100 percent of revenue. So, I’m trying to say, “Here is the model,” much fancy they did as Cisco, where I acquired 180 companies, and most people would assure they did it better than anyone else, and it allowed us to trudge from one market to the next to the next.

Right. So, talk about these leadership lessons.

So, the leadership lessons is much fancy you attain your own podcast, etc. You acquire a replicatable playbook of innovation you attain again and again, and you change when somebody catches you, as you said a flash ago, but that’s exactly what I’ve learned to attain over the years. So, replicatable playbook for how you attain acquisitions, a replicatable playbook for how you attain digitization of countries, a replicatable playbook for how you deal with customer problems, a replicatable playbook for how you become one or two in each category.

So, what I’m doing now with startups is a replicatable playbook of how attain you procure the market transitions right, how attain you select the privilege CEO to subsist able to attain this, how attain you listen to customers that will parade you, “These are the companies you should invest in,” how attain you subsist pretty confident that the venture capitalists, the angel investors, are the skills that are needed within this, and that they’re pile a Great team, and then you just cookie lop it with tremendous speed.

I referee that model will toil across the country, and partnering with VCs, much fancy I did during the ’90s, partnering with the major VCs in the Valley, and they gave us the pick of the litter in terms of which companies to acquire.

So, you’re talking about doing replicable, but most people referee of venture capital as artisanal, really. That’s how they sell themselves, that they are special, and that it isn’t replicable.

Okay. I correspond with fraction of what you said.

I referee they’re lying, but disappear ahead.

Okay.

I referee they just fancy staying here in Silicon Valley.

I’d esteem to find that out. I referee what it is is they are brilliant at identifying trends early.

Mm-hmm, some of them.

My skill is not ... See, there’s only one Steve Jobs. I am basically a person that goes and listens to customers, and they’ll parade me which companies to buy or which companies to invest in, and so I focus on how attain you scale and grow an organization. That’s where my skills are, and I’ve seen every movie there is in the world, and I’ve done some things right, and lots of mistakes along the way, but with these minuscule companies, they learn so quickly, and so what I’ve learned is, when I sold the saw the minuscule companies over the eventual two-and-a-half years learning at this pace, that’s when my friend said, “John, you should write a book,” because it isn’t about startups. It’s about a startup world where every organization, whether they’re government or tremendous companies or minuscule companies, must acquire a startup mentality on speed, fearlessness, aptitude to dream.

My regrets are not that I dreamed too big. It’s I probably should’ve dreamed bigger and hold more risks on it. So, teaching that is very key, teaching the startups how to deal with the media. It is so fun teaching a young CEO how to interface with somebody fancy you, Kara, and how attain you ply questions, and how attain you retort the questions, but also, when attain you deflect them, and how attain you acquire fun in an interview and direction, teaching them how to scale an organization and how to attain channels and how to attain R&D. How attain you disappear global, etc.? I referee that’s what’s missing. If we’re waiting longer for the companies to disappear public, then you don’t acquire the capitalize of the boards being ex-CEOs of other companies and helping you grow. And the VCs, to your earlier point, most of them are obliging on ideas, but not anywhere near as obliging with scaling.

Yeah, but the way, the industry’s been done is it’s very artisinal ... It’s fancy you acquire to subsist here, you acquire to attain this, this. It seems fancy they withhold teaching, doing the identical thing over and over again. They withhold making the dough, and I’m like, “Can’t you just attain this in a more organized fashion?” They bar zilch act fancy they can’t.

Well, I referee you’ve hit on several things that acquire fairness. The first is the model that made us successful a decade or two ago isn’t gonna fabricate us successful now. They talked earlier about 90 percent of venture capital going into Silicon Valley, just ... What was that? In the U.S., 20 years ago, today it’s only 50. You acquire to attain different models. So, I’m trying to subsist a model of how to attain it differently, just fancy I did at Cisco on how attain you acquire the kinds of...

So, give me some of the ... So, what are some of the key lessons?

Oh. Well, the most basic one of bar zilch is what’s the role of a CEO. It’s vision and strategy for the company. Everybody gets that. It’s about developing, recruiting, retaining and changing the leadership team. That’s difficult to do. Third is culture, and most young CEOs don’t procure the culture, and then the fourth, in today’s world especially with gregarious media and everything else, you’ve gotta subsist unbelievably obliging on communications.

So, disappear through that. Let’s disappear through each of those. disappear ahead.

Okay. So, let me start with a fun one, culture, which most CEOs forget how primary it is. You never acquire a Great company without a tenacious culture. You may fancy the culture of the company, the Microsoft or Cisco or an Intel or a Walmart.

Which are bar zilch different.

But they are very tenacious in terms of the culture, and you can never acquire a Great company without it. Most startups don’t even referee about culture. Culture should subsist what attain you stand about. Are you customer-first? attain you treat people as equals within your organization? attain you really just attain the privilege thing? attain you fabricate innovation happen, etc.?

If you define your culture right, it permeates and is the foundation for everything else you do, and when you train these young companies about that, the first reaction is, “No, I don’t referee so.” And then bar zilch of a sudden you note them finally procure it, and then you note them reinforce that you now recruit people based on the culture you have, and you reject the people who don’t felicitous into the culture.

If you’re truly gonna subsist customers first, it’s gotta permeate everything that you attain on it. So, this to me is fancy grandkids. I’ve seen the movie so many times before. I’ve seen the movie so many times before. I’ve messed it up a number of times, got it privilege a number of times. You procure ’em excited about what’s possible then you can expose them the road map and then you give ’em back to management in the evening when it’s time to summon her up.

So culture, whatever the culture may be. They can subsist very different.

They can subsist very different, but the CEO, she or he’s got to own it. Culture can subsist inclusion. Culture can subsist corporate gregarious responsibility. Culture can subsist technology, innovation, leadership ...

It can subsist just weigh in people.

But it’s gotta trudge with tremendous speed.

Some companies are just weigh in and that’s the artery they are.

Oh, I referee there’s some weigh in companies in this world. I referee there’s some tremendously obliging ones.

Yeah. Some of them attain very well, mean.

They do, but if the ...

Microsoft was very weigh in for a long time and it worked for them.

Yeah, but let’s ... It’s fun, Kara, I esteem interviewing with you. But let’s exercise Cisco as an example. Nobody would define us as a weigh in culture.

Nope. Nope.

I knew every illness of every employee in the company. They won every corporate gregarious responsibility award, yet they were one of the most profitable companies in history.

Yeah, I don’t referee any of them succeeds, necessarily, but I referee weigh in can succeed just as well as nice.

Oh, it can. That’s fair. You may fancy the culture at Uber, you may not, but boy they really acquire a tenacious culture.

They’re really sorry now about that. acquire you seen the commercials?

Yes, I have.

They’re very sorry.

Well it goes back to ... Every company and every leader’s going to procure knocked on their tail. It isn’t how well you ply your successes, it’s how well you ply your setbacks. And that’s what I train in this book.

I’m a product of my setbacks. Being dyslexic. How did you attain it? Almost drowning at a very young age and my dad saving me and then teaching me how you attain you deal with rapids and currents. Then seeing 10 years later somebody drowned in the identical spot and it could acquire been me. Learning for how attain you stay unexcited under tremendous pressure, we’re teaching that as fun. The aptitude to attain that, in this engage is what I’m focused on. It covers everything from ...

All right, so wait. So, culture, what’s the second one?

Really the first one is vision and strategy for the company. You’ve got to subsist able to silhouette it. As a young CEO or in an existing company, you’ve got to subsist really crisp. How is your vision different than your counterparts? What is your strategy? What are the top elements that are required to accomplish that? Then, how attain you build a leadership team? It sounds facile to do.

No, it’s not.

It’s really hard. And then how attain you know when to change your founders? How attain you know when to reject people who can’t felicitous into the culture? How attain you evolve your team? They had eight CFOs at Cisco. They never missed a beat. Eight heads of sales at Cisco. They knew how to fabricate those transitions well, teaching these companies how to attain it.

Then communications. During Jack Welch’s time — and he’s a obliging friend and actually one of the endorsers of the engage — you didn’t acquire to subsist obliging at communications to subsist a Great CEO. In today’s world you better subsist obliging at communications and that includes listening, gregarious media, aptitude to hold involved topics and trudge with tremendous accelerate because your brand image, damage can subsist done to it in an hour that would acquire taken in Jack Welch’s time months to occur.

So you say, “How attain these characteristics work?” Then you train them. Understand if you haven’t got a market transition going on in different trade models, don’t disappear into that market. You’re going to procure hammered. The 100th person into the novel market without differentiation is going to procure crushed.

So you catch these technology trends — computing moving to the edge, the import of security, internet of everything, 500 billion devices getting connected to the internet. The aptitude to manage that data and to subsist able to procure the privilege outcome at the privilege time with the privilege person or machine to fabricate the privilege decision. Those are huge opportunities and that’s why I’m so optimistic that the job creation engine can subsist as tenacious as it was in the ’90s or even stronger if they ride this digital wave right.

So what kinds of jobs are those? Because obviously ... I was just talking to Kai-Fu Lee about the loss of jobs, that they’re gonna ... Especially in China, the manufacturing jobs are bar zilch going to subsist automated, so they’re going to acquire to deal with that, for example.

Completely agree. My number is unfortunately 20 to 40 percent of the jobs today will procure destroyed, and I said that three to four years ago. That’s why most of ’em are on the startup bandwagon. big companies will not add headcount. Mathematically, if you’re not growing at least 10 percent, you’re going to give raises to your employees. You’re basically going to give some profits back to the shareholders in terms of the issue and you’re going to drive productivity at 4 to 5 percent which enables the first two.

So by definition unless your company’s growing at probably in double digits your headcount growth over the next decade, it’s gonna subsist flat to probably negative. It means that if they don’t procure dramatically more startups, more companies are going out of trade in the U.S. than are going in.

If they don’t increase the number, not incrementally by 10 or 20 percent fancy we’re trying to attain on IPOs this year, referee of IPOs as the tip of the iceberg, but you referee about how attain you attain this by 50 or 100 percent? Then you acquire to referee about it differently. That’s what their counterparts are doing in this world. You’re in a world where you either disrupt or you procure disrupted.

Mm-hmm, which is not new.

It’s not a zero sum game.

Which is not, it’s kindly of new, but ...

But the accelerate of it is three to five times faster and the implications are three to five times more so. So what I’m trying to attain with this engage is proverb this is really an example. I hope for a go-to engage for leaders, whether they’re businesses or individuals with how attain you — what I loved in college, which is give me the Cliff Notes. parade me the stories that fabricate me understand why this process worked. That’s how you remember these stories. You attain that so well in your business.

Then, fancy the Cliff Notes, at the back give me the key takeaways. So bar zilch 13 chapters they acquire Cliff Notes at the back of it. It’s something that I hope that people will read and probably find more interest in inescapable chapters initially than they will perhaps six or 12 months later. If it really works right, you’d esteem to note MBA schools say, “This is your Bible for really how you develop business.” While the ideas in and of themselves are not novel — the understanding of an innovation playbook and how attain you attain that for every aspect, the understanding of how you deal with setbacks, etc. — the stories with it are. I’ve experienced obliging news and nasty news in ways that no one else has.

Is there a key problem most troubled companies acquire or are they bar zilch different?

Ah. It’s a Great question. I’ve never been asked exactly that way. If there’s one thing that ... a problem a company gets into inconvenience on, it’s getting too far away from their customers. The second thing is they miss some market transition, and those, Kara, are occurring at a faster and faster accelerate and therefore you’ve got to subsist watching for them. By the time it’s obvious, it’s too late. The third thing is a company fails to reinvent itself. And the fourth thing is they withhold doing the privilege thing too long. So, yes, there is. And that’s very predictable.

Talk about the first one. The first one was that they don’t focus on customers.

Yeah. I saw it at IBM. IBM got on top of the world by being the most customer-centric company, and yet as they got and bigger — and I had joined them in the mid 70’s, unfortunately about the time they plateaued out — they were not listening to customers. In fact, I actually got criticized by my management about saying, “Don’t parade me the mini computer that we’re pile isn’t obliging for customers. Just disappear out and sell more.”

“We’ll fabricate it good.” Yeah.

It wasn’t a obliging product for them.

“We’ll fabricate them esteem it.”

That’s where they got displaced by the DECs and the Wangs of the world.

That goes everywhere. I remember being at the, years ago in the record industry. I was like, “Nobody wants albums,” to one of them. And they were like, “That’s the artery we’re doing it.” I’m like, “Nobody wants ’em.” Like, you’re selling Coke in a 64-ounce bottle and they want cans.

Exactly.

So give them cans.

So your aptitude to listen to consumers in ways that you haven’t before. One of the companies that I am invested in that I really esteem is Sprinklr out of novel York City. If you’re not familiar with them, it’d subsist a fun one. They are probably the top gregarious management platform. They disappear across bar zilch 24 gregarious media capabilities as well as traditional email, etc. They acquire the aptitude to often note trends before the company, a consumer even logs into the website. They attain this remarkably well. But that’s moving where the market is going in terms of the future.

Right, correct. So that not listening to customer. The next one.

The next one, and then I might procure them a Little bit out sequence versus what they said, is to just withhold doing the privilege thing too long. That’s what GM clearly did. I would quarrel that’s what IBM did. That’s what Wang did. If you don’t constantly reinvent yourself, and Microsoft would probably subsist an example, with Satya [they] acquire reinvented themselves, most companies attain not. Intel, a Great company, but they really, it’s one or two products that they’ve had that’s doing the majority of their profits. Not upright at Cisco and it won’t subsist upright at my startups.

So how attain you constantly reinvent yourself? And not any longer every 10 years, probably every three to four. And you acquire to referee that way. Then you basically acquire to build an unbelievably tenacious culture to catch these changes in terms of the market.

Mm-hmm. And most people don’t attain that. They don’t note the changes. Oh, you can note the changes and fabricate it badly. You guys were early to the media question. What was that thing you had, was a TV set? I remember.

Oh, they were very quickly with telepresence.

Telepresence.

With the aptitude to attain these sessions ...

You were bar zilch into that.

Which you ought to exercise now.

I know, but you were right.

Today I exercise Google Hangouts.

You were privilege directionally. You can subsist privilege directionally and wrong in the product.

Well, it actually was very profitable for us, what they did, and they needed to hold it to the next level.

What was that called? It had a name.

It was called telepresence.

Yeah, but there was another name. You had another product. You rescue it on the TV, oh I can’t remember. You bought the Flip camera, if you remember.

Yes, they did.

My favorite. Made a killing.

And by the way, it was one of ’em that they were privilege on direction and wrong on execution.

Yeah, yeah. Well, you didn’t know that iPhone was coming out with the camera.

We actually had the two ...

Oh, you probably did.

We did not. If we’d known that, they should acquire rescue on every smartphone out there video and Flip should acquire the been the cloud provider of it. But it shows you, once in startups, it’s a portfolio play, fancy acquisitions. The majority of startups will not work. Society needs to understand that. And with my portfolio I hope will subsist profitable for the majority ...

No, you can subsist right. You can note the shift and then not fabricate it. Or you can subsist fancy a Steve Ballmer. I’ll never forget when he said, “These mobile phones, who cares?” And I was fancy “What?”

Same comments were made about the internet. “What is the internet? It’s just for these techies and the university.” Now every company, everything they attain is going to subsist connected to technology. The U.S. should lead here. What I’m trying to attain in this engage is to say, “Here’s an case in how to attain it.”

And besides my platform for what I want to attain next, I had the unusual occasion to wait on change the world with the internet. I’m very haughty of what they did both socially and trade sapient and how they shared it across their customers, their citizens, their company, the employees and the shareholders. I now am trying to attain that with digitization, not just in the transforming countries in my prior role with Cisco, but now with startups. I referee they will subsist the future for innovation.

We’ve got to wrap up soon, but is there one fraction of the country that you note Great vow in? Or you’re trying to attain it across the country?

Well, the Great vow is in the areas that are reinventing themselves the quickest and that’d probably subsist Texas. I am optimistic in Silicon Valley but boy, they got to change. What I want to note is I want to note every state fabricate this a top agenda, regardless of politics.

Mm-hmm. Any governor you referee is, Hickenlooper in Colorado? He’s pretty sharp.

Well, Hickenlooper is a very obliging example.

Stacey Abrams if she wins in Georgia is an consuming person.

There’s going to subsist a lot of consuming candidates regardless of your political views on it. It goes back to, it starts with the university. Why is Silicon Valley so successful? Stanford. Why is the Boston zone so successful? MIT. So the West Virginia University has to fabricate digitization, ersatz intelligence one of its top priories. I went to France, my eventual trip to France...

You esteem France, John.

I met with 250 startups.

Do you speak French?

I’m learning, poorly.

Oui. Yeah.

Then I popped into one of these classes in a university in the northern fraction of the country that’s in a fairly destitute area. I was going to disappear talk to them about ersatz intelligence and how they oughta referee about this. I walked into the class, it was an ersatz intelligence class.

Those French!

So others are changing faster than they are. Countries fancy France, that was very unhurried to change, they’re getting back to their entrepreneurial roots.

Yeah. They gotta withhold up with France! If they can’t withhold up with France, what are we?

If France can attain it, parade us. Exactly. Why can’t America attain this?

Right? They did wait on us in that war, that original war.

If India can attain this, why can’t America attain this? They necessity to rescue the country back into a startup nation.

You know why, because we’re fat, dumb and arguing with each other over dumb things. That’s why.

Completely agree.

We’ve just gotten lazy.

Going back to, my parents were doctors. We’re focusing on the symptoms, not on the underlying issues. We’re a Great country. They necessity to subsist Great on startups. It needs to subsist inclusive. They necessity to procure their immigration policy working where they attract the best and the brightest from bar zilch over the world for these companies. Forty percent of the Fortune 500 were founded by immigrants or the children of immigrants. Out of my startups, 60 percent ...

I agree. What would you assure to the president about the immigration policy? I’m assuming you’re pretty generous on that issue.

Well, I’m not liberal. I referee I’m in touch. This is a country of immigrants. They ought to attract the best and the brightest to this country as fleet as they can and fabricate it the best situation to attain it.

Full stop.

Full stop. And this is in the interest of creating jobs in America. I’m not trying to unravel world hunger, but for well-educated people who can near in and fabricate a huge dissimilarity on job creation and wait on us on innovation, they not only should attract them to their universities, they should withhold them. And they quiet want to near to the U.S. The scary fraction is before they used to say, “Well, for the engineers, for fiscal reasons, rescue some of the resources in India.” attain you know where my startups are today even though they’re founded in the U.S.? They acquire a lot of their engineering resources in France and Germany, of bar zilch places.

So we’re falling behind. I want to procure back to, how attain they change this? Kara, perhaps it’s a dream, but I referee you’re now seeing more and more people focus on us doing this. I referee the American people are very smart. It’s not about politics. It’s about just doing the privilege thing and giving their kids a casual for this.

And back to the issue you raised indirectly, we’ve got to procure the kids, especially on gender and diversity, excited about technology and excited about entrepreneurism in the third and fourth and fifth grade. That’s where you lose the women, you know?

I referee if you’re not an entrepreneur going forward, you’re screwed. You’re just screwed. If you don’t acquire an entrepreneurial nature, everybody, you’re screwed.

That’s the book. It’s about leadership, entrepreneurism, startups, regardless of what size organization you’re in.

It’s a mentality, actually.

It is a mentality. It’s a mentality of being able to dream. It’s a mentality of setting goals that are audacious. It’s a mentality of having no fear, sometimes through lack of knowledge, which is okay. Then it’s a mentality of, you procure knocked down — and a majority of startups will fail — then procure back up and disappear again.

Well, they besides attain rescue in bar zilch kinds of things to halt talented people. It’s an understanding of talentism. I always referee there’s, I always exercise this case that there’s a minuscule girl in, I don’t know, rural Tennessee who could unravel cancer and she will not because there’s gender issues around her. She doesn’t procure the education she needs. There’s opiate problems. They rescue so many things, sexism, racism in their artery that it makes it much harder for them to jump those obstacles.

It does, but I referee it’s doable. My generation did not fix this. They did a pretty obliging job at Cisco on their board of directors, senior leadership, gender diversity, etc. In terms of the total mix, as you know, we’ve flatlined out as a country on the number of female CEOs and amalgamate of the high-tech companies on gender.

In India, with one of the startups, bar zilch they did was require, for every opening, one female to subsist interviewed.

Yeah, that’s a novel thing in California that’s ...

It went from 24 to 34 percent. So this generation of millennials can fix it if you just give them the nudge.

I never thought I’d referee legislation would fix this but at this point I’m like, it’s either like, just on gender alone, it’s either women are stupider or it’s sexism. And I don’t referee women are stupider.

Well, you’re 54 percent of the college graduates. I learned a long time ago you’re smarter.

Yeah, at this point I referee ...

I don’t assure that ...

What attain you referee of the legislation about boards?

Well, I don’t referee you ... Legislation’s not the artery to unravel this.

No, but it hasn’t been solved.

I referee by the time the government goes at it, you’ve got a existent problem. Diverse boards produce better results, period. Diverse leadership produce better results, period. You fix it in the startups. And by the time .. You’re talking to a person who worked on tax policy for 17 years. By the time the government does something, it’s too late and they’ve messed it up. I referee they’ve got to create an environment.

The companies acquire to besides own this. This isn’t about just making profit. It’s about doing the privilege things and having inclusion as fraction of your culture. But it’s the startups that’ll unravel this. If that’s where bar zilch the jobs are going to subsist created, which it will ...

Yeah, that’s a objective point.

... then disappear fix it there.

Yeah, yeah. I was talking to a CEO and he was like, “Well, it can’t just subsist about doing the privilege thing.” I’m like, “Why?” It was like, why not? Why not? Why can’t it subsist about doing the privilege thing?

That’s the values I teach. When I talk about culture, I try to hearten people to rescue customers first. The CEO, she or he has got to own the culture and then just attain the privilege thing. I was on a video conference with a young woman out of France. Twenty-five employees in her company. She’s got a tiger by the tail in terms of how you change the workplace and what attain you attain on this. She focused on her culture and values. She would not acquire done that originally, but eventual time I mentored her when I was in France, I said, “Here’s what I want to cover the next time we’re together and here’s the approach.” So I’m really optimistic about the future but I referee it’s gonna subsist the millennials who fix it.

Yeah, let’s hope. Any way, Jacques, I really treasure it.

Ah. It’s a pleasure. It’s been too long. They acquire to attain this more often.

Absolutely. I acquire a lot of questions. I’m going to France with you. I’m coming to France with you.

Okay.

The food’s obliging too, I hear. It was Great talking to you. Thanks for coming on the show.

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The Drum Digerati 2018: find out who made the list from adtech & martech | killexams.com existent questions and Pass4sure dumps

Throughout this week, they are revealing who has made it into The Drum Digerati – their annual celebration of 100 outstanding individuals excelling in the UK digital industry. Their countdown continues today as they expose the 25 people selected from the fields of adtech and martech.

The Drum's Digerati showcases success and ingenuity from some of the most pioneering digital marketers working in the UK today. Based on nominations from their readers and curated by their editorial team, the list celebrates talent from four categories: agencies, brands, adtech & martech and media & platforms.

You can catch up on who made it into The Digerati from agencies and mark up to their newsletter to ensure you don't miss the brands and media & platforms categories later this week.

Here's this year's 25 inductees from adtech and martech:

Amy Williams, founder and chief executive officer, Good-Loop

Amy Williams is one of the co-founders of ethical advertising platform Good-Loop. The agency secures goodwill and appointment from audiences by donating half the money behind ads to a charity of their choice. Williams has taken Good-Loop to some of the biggest agencies and advertisers in the world. She's developed key relationships with global advertisers such as Unilever, Nestle, Universal and Coca-Cola and together they are well on their artery towards the Good-Loop goal of using ad money to raise over £5m in free charitable donations by 2020. Williams is besides an lively member of the Women in Tech and Tech For obliging communities and was recently named by Forbes as one of the 30 Under 30 most influential people in media and marketing.

Nicolas Bidon, global CEO, Xaxis

Nicolas Bidon is passionate about enabling companies to leverage data and technology to transform their trade and create novel opportunities. In his current role as global chief executive officer of Xaxis, he's spearheaded the organisation's repositioning to champion brands in their quest for more accountable programmatic advertising and proven results. Bidon joined Xaxis as UK managing director in 2012 from Yahoo, oversaw the integration of Plista into Xaxis in 2016, and was promoted to global chief executive officer in early 2017. He now oversees the company's presence in 47 markets across North America, South America, Europe, and Apac.

Dave Reed, international managing director, MediaMath

As the managing director of MediaMath’s newly created International trade Unit, Reed is in saturate of growing the trade across EMEA, LATAM and APAC, developing teams focused on delivering value through MediaMath’s technology. He joined MediaMath in 2009, helping the trade develop technical solutions and working with MediaMath’s largest clients to promote their strategic marketing objectives in the US, before moving to London in 2014 to oversee the UK and EMEA business. Prior to joining MediaMath, Reed gained 10 years of sustain in digital marketing, e-commerce and software development, creating technology and marketing solutions for Fortune 500 marketers.

Dominic Joseph, chief executive officer, Captify

Dominic Joseph is the chief executive of Captify, the search intelligence trade he co-founded in 2011 which works with the likes of Amazon, American Express and BMW. In the past 12 months, Joseph has been answerable for Captify’s ambitious growth plans, with continued US and EU expansion, growing out its global leadership team and driving novel innovations in voice search. He is a frequent public speaker, a keen mentor to other young entrepreneurs and plays a crucial role in Captify’s CSR strategy, launching Captify’s Media Rocks – a major charity event which is set to revert next year.

Guillaume Périé, head of programmatic, Thomson Reuters

Guillaume Périé is head of programmatic EMEA at Reuters. In only three years of sustain in media, he has played a key role in improving the programmatic proposition of two publishers by leading the automation of various bespoke ad formats, pile unique first party data sets and making confident that programmatic guarantees acquire become the transactional norm in a market challenged by a scarcity of high-value audiences.

Ian Charlesworth, country manager, Awin

Ian Charlesworth joined Awin from technology analyst Ovum in January 2017. Charlesworth launched novel projects within a year of his arrival to wait on maintain momentum and manage the business’ growth, including agile working methods and novel technologies. His approach is characterised by open and honest communication from monthly all-hands gatherings to informal interaction with staff at bar zilch levels. Fundamental to his leadership style is a belief that people will devour being challenged when in a secure environment where their contribution is recognised.

Stephen Upstone, chief executive officer, LoopMe

Stephen Upstone is chief executive officer and co-founder of LoopMe, a full-stack tech platform with the mission to nigh the loop on brand advertising. Under his leadership this year LoopMe has introduced novel products including PurchaseLoop Sales which uses AI and sales data to optimise purchases. Upstone champions AI, recently appearing on Radio 5Live, Reuters and CNBC to debate its exercise cases and benefits in advertising.

Jon Mew, chief executive officer, IAB UK

This year IAB chief Jon Mew has shifted the focus of the organisation away from growth towards pile a sustainable future for digital advertising. Under Mew’s stewardship, IAB UK launched the Gold touchstone which, in under 12 months, has certified over 100 companies who each commit to reducing ad fraud, increasing brand safety and improving the user experience. Mew is a fierce lobbyist on behalf of the industry, delivering four formal submissions to government in 2018, as well as completing two select committee appearances and an audience with the ICO and Elizabeth Denham.

Simon Harris, head of programmatic activation, Dentsu Aegis

Simon Harris leads the optimisation teams at the Dentsu Aegis Network in London and has been instrumental in creating a modern and progressive trading operation that is fully integrated into the planning teams within the group. He is a regular contributor to the trade press and a regular speaker at industry panel events, recently including the Index Exchange and Rubicon Project annual summits. Harris has an lively and influential gregarious media presence, where he offers insight into the industry from a programmatic trading perspective.

Wayne Blodwell, founder and chief executive officer, The Programmatic Advisory

Wayne Blodwell founded The Programmatic Advisory in 2016. Since then, he has provided global advertisers with media agency reviews, conducted technology audits, helped multi-market advertisers in-house programmatic technologies and operations, ran dedicated training programs and created regular thought leadership for the industry. He besides set up and ran an out-of-hours mentorship programme which allowed industry members an occasion to learn more about programmatic through monthly one-to-one mentoring.

Elsa Bezhani, head of digital and programmatic sales, The Telegraph

Elsa Bezhani is the joint head of digital and programmatic sales for The Telegraph, leading digital sales transformation. Key projects over the eventual 12 months acquire seen her hire and develop a newly created team who focus on driving digital and programmatic led solutions. In addition to budget and P&L ownership, product innovation has been central, and Bezhani has introduced first party data takeovers, newsletters and improved the Telegraph GTM Audio sales proposition. Previously, she worked at AOL, where she managed integrations of key RTB supply partners.

John Gillan, managing director, Criteo

John Gillan has been at the helm of Criteo's UK and Northern European operations since 2017. With the level of pile a high-performing, trusted team at the business, he introduced a strategic 'product buddy' initiative to champion every account team. This fresh approach is helping the trade unravel involved problems facing customers in driving wider commercial outcomes and achieving strategic goals. Other initiatives fancy Criteo Evangelists acquire proven essential to the company's development and positive affiliation with the very best elements of the industry today.

Florian Gramshammer, managing director, Impact

Florian Gramshammer is managing director EMEA for Impact, a natively-integrated suite of products for fraud detection, marketing attribution and analytics, and creating and optimising performance partnerships. Gramshammer heads up day-to-day management of the commercial and client services teams and is besides answerable for the development and execution of Impact's European growth plan. Based in London, he has amassed 17 years of marketing and ad tech leadership experience, holding senior positions in CJ Affiliate by Conversant and Gartner, and most recently serving as managing director of IgnitionOne.

Stewart Easterbook, chairman, Medialab and MiQ

Stewart Easterbrook is an advisor to the boards of several companies operating in the fields of media communications, data analytics, technology and mobile communications. He is chairman of MiQ, the leading global analytics technology and programmatic media specialist and chairman of Medialab Group, the award-winning data, digital and media planning agency. He holds an advisory role with video and animation production marketplace Wooshii and sits on the board of the online talent trade Instrumental. He is besides fraction of the management team behind the launch of content marketing specialist trade Content Inc. Prior to this, Easterbrook was in the Publicis Groupe for 17 years in a number of senior management roles.

Gavin Stirrat, vice president of colleague services, OpenX

With almost 20 years of sustain in digital advertising, Gavin Stirrat has worked across a scope of operational and commercial leadership roles from the early days of array through to the programmatic world they live in today. At OpenX, he looks after colleague Services and Buyer development teams in EMEA. He represents OpenX on the IAB Board and continues to speak regularly about the import of dependence and quality.

Andrew Morsy, UK managing director, Sizmek

Andrew Morsy is UK managing director of advertising platform Sizmek, with responsibility for bar zilch revenue and P&L. Morsy sees himself as a passionate trade leader who strives to fabricate complicated technology simple for his customers. Previously, he held roles at Yahoo, Dennis Publishing, Struq and StrikeAd, where he was vice-president sales EMEA prior to the company's acquisition by Sizmek.

James Brown, managing director of EMEA, Rubicon Project

James Brown is the EMEA managing director for Rubicon Project, leading its commercial operations in key markets including the UK, France, Italy, Germany, Nordics and the Middle East. With over 20 years' sustain in the industry, Brown is answerable for scaling the trade across bar zilch digital advertising channels and enabling the buying and selling of bar zilch media. In 2018 this has been recognised by the industry, with the company nominated for five industry awards for programmatic excellence (including Best Overall Technology for Programmatic Trading in The Drum's DTAs).

Mary Keane-Dawson, chief executive officer, verity Media

Mary Keane-Dawson is the founder of global blockchain-enabled media agency verity Agency. Her company aims to provide 100% transparency in the programmatic advertising supply chain. Keane-Dawson is one of the UK's leading voices in advertising and technology and global ambassador to BIMA and Tech London Advocates. She is besides the founder of How She Made It, the women's networking franchise. Her career started in 1987 at The Observer, and she's since played a major fraction in creating an impressive amalgamate of companies, including Redwood Publishing, SPAFAX (WPP), Steak (Dentsu), Reform, Collective London, and Trade Doubler.

Jana Gökalp, head of claim partnerships, MoPub

As the head of claim partnerships in EMEA, Gökalp and her team focus on growing existing partnerships with programmatic buyers, identifying novel trade opportunities for MoPub and educating the market on the potential of mobile programmatic in-app advertising. Prior to joining MoPub, Gökalp was the head of global supply at mobile technology provider LiquidM. Previously, she worked at mobile ad network Madvertise, the consulting difficult Advanced Marketing Consulting, and SevenOne Media.

Ben Murphy, managing director, Quantcast

Ben Murphy is UK managing director at Quantcast. In a year in which industry discussion was dominated by GDPR, Murphy has successfully led Quantcast's UK team and guided its clients through uncertainty for the entire sector. Central to this has been Murphy’s leadership approach and the launch of Quantcast Choice, the company's free consent management platform (CMP) enabling brands and publishers to subsist GDPR compliant. Murphy leads Quantcast's representation on the IAB UK board, and champions industry issues including diversity, inclusion, and brand safety. Under his leadership, Quantcast has been recognised with the IAB's Gold touchstone and received accreditation by Jicwebs. Murphy recently championed a partnership with the Women's Network and invited 25 children to become engineers for the day as fraction of an annual Coding for Kids event.

Zuzanna Gierlinska, Europe head of programmatic, Spotify

Zuzanna Gierlinska is the EMEA head of programmatic at Spotify. Throughout her career, she’s create herself at the forefront of data-informed, technology enabled advertising, leading digital adoption internally, across clients and the industry through enablement and activation of data, adtech and martech. After stints at Microsoft, BlueKai and Oracle, Gierlinska took on the job of future-proofing Spotify's EMEA advertising trade through the roll-out and adoption of a programmatic strategy. Gierlinska is both spokesperson and industry evangelist, as a regular in the press and on the speaking circuit. In 2017 she was recognised as one of the 50 Women in Ad Tech You Should Know at the AdTech Inclusion Summit, and in 2018 was named Digital Trading Leader Of The Year by The Drum.

James Marriott, head of programmatic media, Expedia Group

James Marriott is the head of programmatic media at Expedia Group, one of the world's largest travel platforms. In the eventual 12 months Expedia has taken the step to fully in-housing programmatic, including strategic areas such as data management and analytics. This has involved establishing and scaling a global team across London, Seattle and Singapore delivering programmatic marketing campaigns across 26 markets and five brands including Expedia, eBookers and Travelocity. Prior to joining Expedia Group, Mariott held roles in digital performance at Sky & Wavemaker. Marriott sits on the IAB Europe programmatic trading committee, contributing to the development of industry best practice.

Elli Papadaki, head of programmatic, Condé Nast International

Elli Papadaki is head of programmatic at Condé Nast. After spending the bulk of her career during two stints with The fiscal Times – selling cross platform solutions across a number of client categories, and later leading the title's programmatic strategy – she later joined Condé Nast International's newly-created commercial hub with the chore of leading efforts around simplifying and streamlining programmatic trading across bar zilch its titles and markets.

Nigel Gilbert, EMEA vice-president strategic development, Appnexus

Nigel Gilbert is a leading evangelist for programmatic. At Appnexus, he’s created strategies that acquire changed the physiognomy of digital, from enabling and supporting the largest trading desks within agency groups, fostering and advocating for the strongest independent players in the ecosystem and educating the largest publishers in the world as to the best path forward for their own sustainability. Gilbert has been one of the loudest voices for the sustainability of primary digital companies, and has worked tirelessly to withhold pushing them forward. Prior to leading Appnexus in Europe, Gilbert was a founding colleague of Unanimis, the UK's largest independent digital sales house, answerable for fostering some of the UK's best digital talent.

Paul Gubbins, programmatic lead, Unruly

Paul Gubbins has over 16 years' sustain in the advertising sector, with the eventual nine spent in programmatic. Shortlisted by The Drum in 2017 as one of the most influential people in the digital advertising sector, Gubbins sits on the Captify advisory board, is a mentor at The Programmatic Advisory and is regularly asked to temper or participate on panels about how automation is changing and disrupting the advertising ecosystem. Gubbins currently resides at news UK-owned video adtech company Unruly, where he leads its programmatic strategy. Gubbins writes for The Drum as a programmatic columnist, discussing bar zilch things M&A, data & technology in the digital ad sector. Gubbins' infectious fire and enthusiasm for bar zilch things adtech besides saw him nominated by Exchange Wire in the adtech personality of the year awards 2017.

If you're interested in learning more about The Drum's Digerati, contact Toyin Rodwell via toyin.rodwell@thedrum.com



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