A presentation that I gave at the Founder Institute in Bogota. These are my thoughts about vision and values as I build my startup called Zwapp, a mobile B2B SaaS platform in Latam for worker rewards platform.
August Responsive Organization DevelopmentMike Arauz
Watch video here: https://youtu.be/r-vh4xXBV6I
The Future of Organizations is Responsive // How to Unlock Your Organization’s Potential to Change the World // Presented at Telstra Retail Innovation Summit in Sydney, February 2016. // Presenter notes available here: https://medium.com/@mikearauz/5e2e9b5af16a
"A startup is a company designed to grow fast". In this talk, Adam Burmister, a Growth Engineer at Pinterest, we will survey the wide range of topics that go into designing products for explosive growth.
Learn about the importance of user experience design, experimentation and measurement, on top of learning how to build and run your own growth team.
For further information, visit our website at ma2017.mymagic.my.
Facebook - Facebook.com/magic.cyberjaya
Twitter - Twitter.com/MagicCyberjaya
Instagram - Instagram.com/magic_cyberjaya/
LinkedIn - my.linkedin.com/in/magiccyberjaya
YouTube - https://www.youtube.com/channel/UCIT_ihmWh5f3MCobvEwWMaA
Proving that $1M in revenue doesn't always translate to 1M followers, The Social CEO Report shares the surprising social habits of Fortune 500 CEOs. See which Fortune 500 CEOs are the most social media savvy?
August Responsive Organization DevelopmentMike Arauz
Watch video here: https://youtu.be/r-vh4xXBV6I
The Future of Organizations is Responsive // How to Unlock Your Organization’s Potential to Change the World // Presented at Telstra Retail Innovation Summit in Sydney, February 2016. // Presenter notes available here: https://medium.com/@mikearauz/5e2e9b5af16a
"A startup is a company designed to grow fast". In this talk, Adam Burmister, a Growth Engineer at Pinterest, we will survey the wide range of topics that go into designing products for explosive growth.
Learn about the importance of user experience design, experimentation and measurement, on top of learning how to build and run your own growth team.
For further information, visit our website at ma2017.mymagic.my.
Facebook - Facebook.com/magic.cyberjaya
Twitter - Twitter.com/MagicCyberjaya
Instagram - Instagram.com/magic_cyberjaya/
LinkedIn - my.linkedin.com/in/magiccyberjaya
YouTube - https://www.youtube.com/channel/UCIT_ihmWh5f3MCobvEwWMaA
Proving that $1M in revenue doesn't always translate to 1M followers, The Social CEO Report shares the surprising social habits of Fortune 500 CEOs. See which Fortune 500 CEOs are the most social media savvy?
The Five Horsemen of Digital DisruptionEric Weaver
KEYNOTE, BEVERAGE MARKETING ASSOCIATION GLOBAL SUMMIT • Everyone talks about digital disruption like it's a good thing. The reality is that disruption is challenging for any organization. Teams, talent, processes and tools must be acquired, redesigned, or reimagined - AFTER a basic equilibrium has already been achieved.
In this presentation, which debuted at the global summit for the Beverage Marketing Association, Weaver talks about the art of digital transformation - and the five super-powers needed to effect lasting, positive change. He also gives tips on what to focus on and pay attention to while working to effect this kind of transformation.
KEYNOTE, BEVERAGE MARKETING ASSOCIATION GLOBAL SUMMIT • Everyone talks about digital disruption like it's a good thing. The reality is that disruption is challenging for any organization. Teams, talent, processes and tools must be acquired, redesigned, or reimagined - AFTER a basic equilibrium has already been achieved.
In this presentation, which debuted at the global summit for the Beverage Marketing Association, Weaver talks about the art of digital transformation - and the five super-powers needed to effect lasting, positive change. He also gives tips on what to focus on and pay attention to while working to effect this kind of transformation.
This looks at the biggest trends in consumer behaviour each year for 10 years starting in 2005 through to 2015. I wanted to be able to articulate this shift I was observing and feeling but couldn't quite describe.
What's Wrong With Silicon Valley's Growth ModelTim O'Reilly
A talk I gave on the oreilly.com live training platform on January 22, 2020, focusing on the way that many Silicon Valley startups are designed to be financial instruments rather than real companies. They are gaming the financial system, much like the CDOs that fueled the 2009 financial crash. I talk about the rise of profitless IPOs, and contrast that with the huge profits of the last wave of Silicon Valley giants. In many ways, it is an extended meditation on Benjamin Graham's famous statement, "In the short term, the market is a voting machine, but in the long term it is a weighing machine."
Going Beyond the Empowered Buyer: The Next Five Mega Marketing Challenges Demandbase
In the modern B2B buying cycle, control has moved away from businesses and into the hands of their buyers. This challenge has inspired a wave of marketing innovation, but there are even bigger challenges ahead. Follow along as Mathew Sweezey reveals the next Five Mega challenges facing B2B marketers – and how to confront them.
Cette semaine, j'ai partagé ma vision de l'entreprise dans un contexte de bouleversement technologique mais surtout sociétal.
Face à l'impératif de l'innovation, pour rester dans la course, attirer et surtout retenir les talents en quête de sens et de challenge, l'entreprise n'a je pense qu'une seule voie : faire de la croissance de ses collaborateurs son enjeu principal.
Se focaliser sur le "happiness" est à mon sens un leurre. L'entreprise doit se pencher sur le développement professionnel et personnel de ses employés, et offrir le meilleur cadre pour apprendre et progresser. Cela implique d'évoluer d'une organisation "shareholder-centric", voire "user/customer-centric" pour les bons élèves, à une entreprise "employee-centric". C'est sur ce terreau vertueux que se construira la valeur pour les clients et actionnaires.
La présentation est très majoritairement orale, mais voici quelques pistes dans les slides pour ceux que le sujet intéresse :)
Technology Tools for Leaders - presentation to the National State Auditors Association in Harrisburg on September 30, 2009. Features I2A - Insights to Action - a strategic thinking system, CPA Vision Project, Social Media, and Mindmanager CPA edition, XBRL.
A presentation adapted from "The Startup of You" by Reid Hoffman and Ben Casnocha. I was the keynote presentation at the "Noche de las telecomunicaciones valencianas" meeting in Valencia, Spain.
Far too many nonprofits are still relying on 20th-century strategies and “we’ve always done it this way” tactics to year-end campaign planning. The results are falling short of what’s possible. In today’s plugged in, multi-generational world of donors, there’s a new formula guaranteed to increase your impact.
That’s why we created the 4 step formula to a wildly successful year-end campaign strategy.
Join us as we reveal a real-world example of how we increased donations by 285% and slashed production costs for a century-old nonprofit who was ready to shake things up and make an impact.
Startup Keys for Global Expansion (Colin Hodge @ MEET Startups TW by BNext Me...Colin Hodge
Sharing my 2 keys for expanding your startup to other regions, within the "Organic Growth, Global Mindset" theme. Also covers the SMILE Framework for growing your startup.
What's Wrong with the Silicon Valley Growth Model (Extended UCL Lecture)Tim O'Reilly
A three part lecture for the Institute for Innovation and Public Purpose at University College London. I talk about how the Silicon Valley growth model is leading from value creation to rent extraction, then about how public policy shapes our markets and what public policy students can learn from technology platforms (both what they do right and how they go wrong), and finally, I touch on some of the great mission-driven goals that could replace "increasing corporate profits" as the guiding objective of our economy.
No single topic has been more top-of-mind over the past year for CEOs around the world than organizational culture.
Finally, leaders are recognizing corporate culture for what it truly is: an essential and unavoidable determinant of company performance. It influences, shapes and distorts the perceptions, thoughts and actions of the people within the enterprise—and often makes the difference between success and failure.
Yet some organizations still have to learn this the hard way. Just ask Volkswagen, the Fédération Internationale de Football Association (FIFA) and Toshiba. In 2015, each
of these enterprises was rocked by high-profile scandals that undermined customers’ goodwill and cost significant sums to repair. At the root of each of these scandals was a broken—or even toxic—corporate culture.
In February, after Moody’s downgraded its assessment of Toshiba in the wake of the company’s major accounting scandal, the Financial Times said, “The scandal exposed not only a corporate culture where employees were afraid to speak out against bosses, but also weaknesses across most of Toshiba’s businesses after the inflated figures were corrected.”
Ultimately, it is the CEO who is responsible for building and driving culture throughout the organization. And when that culture becomes a liability, it is the CEO who is held accountable. For example, in April, Amazon’s Jeff Bezos was still seemingly defending
his company after a scathing 2015 New York Times article described a workplace where employees were forced out after suffering from cancer and other personal crises. In his 2016 letter to investors, Mr. Bezos wrote, “A word about corporate cultures: for better or for worse, they are enduring, stable, hard to change. They can be a source of advantage or disadvantage.... We never claim that our approach is the right one—just that it’s ours—and over the last two decades, we’ve collected a large group of like-minded people. Folks who find our approach energizing and meaningful.”
Building a sustainable culture that drives the right results is not easy. In fact, according to Insigniam’s latest Executive Sentiment Survey, two-thirds of CEOs and managing directors report that installing or leveraging the right corporate culture is either not going well or they are still trying to figure out how to make it happen.
When CEOs do get it right, however, culture can lead to unprecedented innovation, growth and performance. As Microsoft CEO Satya Nadella told USA Today, “Ultimately, what any company does when it is successful is merely a lagging indicator of its existing culture.”
So if your company is coming up short, take a careful look at whether the culture is supporting strategy. And do not be afraid to make drastic changes.
The best corporate legacies do not simply occur by chance. They are created by the bold and driven by the visionary. Corporate legacies shine the brightest when they transcend a single product, service or industry.
Take Apple. When the corporate giant combined a phone, a music player and the internet to make the iPhone, Steve Jobs and co. not only created a new future for themselves; they also expanded the idea of what a tech company could be and in what industries it could play. They rewrote the boundaries of what is possible. That is a true legacy.
“Without the iPhone revolution, it is hard to imagine a technology company entering the transport industry or designing a device that can steer cars around while receiving and transmitting streams of data,” John Gapper at The Financial Times wrote earlier this year.
But the sheen of a great legacy can disappear quickly if major missteps are made, drama drives headlines or executive competency is questioned. We have seen several recent examples of this, including HSBC, Wells Fargo and United Airlines. And the risk
of a legacy being tarnished is higher in today’s world of constant connection, where good news travels fast but bad news travels faster.
Samsung is another prime example. For years, the company’s legacy has been built on quality and innovation, but that legacy is in jeopardy following last year’s debacle with the Galaxy Note 7. According to the Reputation Quotient Ratings report by The Harris Poll, in 2015 Samsung was the third most-respected company among U.S. consumers. In the 2017 poll, its ranking fell more than 40 points. For better or worse, corporate legacies are not stagnant—they shift over time with every move leaders make. You will always have an impact.
This issue is full of stories from executives about how they plan to build legacies at their companies. I hope they inspire you to create your own.
Blockchain Latam: Bitcoin within context of industry transformationAlan Colmenares
Instead of analyzing Bitcoin's potential for growth from today's perspective, I ask the audience at the Blockchain Latam event to consider how it may evolve given the trajectory of business transformation.
Innovación Digital, Fintech, Bitcoin y Blockchain Alan Colmenares
El 10 de junio tuve la oportunidad de hablarle a una audiencia de personas dentro y fuera del banco BBVA sobre la innovación digital, fintech, Bitcoin y Blockchain dentro del contexto de la transformación del sector de banca y finanzas. Esta son las diapositivas de dicha presentación.
The Five Horsemen of Digital DisruptionEric Weaver
KEYNOTE, BEVERAGE MARKETING ASSOCIATION GLOBAL SUMMIT • Everyone talks about digital disruption like it's a good thing. The reality is that disruption is challenging for any organization. Teams, talent, processes and tools must be acquired, redesigned, or reimagined - AFTER a basic equilibrium has already been achieved.
In this presentation, which debuted at the global summit for the Beverage Marketing Association, Weaver talks about the art of digital transformation - and the five super-powers needed to effect lasting, positive change. He also gives tips on what to focus on and pay attention to while working to effect this kind of transformation.
KEYNOTE, BEVERAGE MARKETING ASSOCIATION GLOBAL SUMMIT • Everyone talks about digital disruption like it's a good thing. The reality is that disruption is challenging for any organization. Teams, talent, processes and tools must be acquired, redesigned, or reimagined - AFTER a basic equilibrium has already been achieved.
In this presentation, which debuted at the global summit for the Beverage Marketing Association, Weaver talks about the art of digital transformation - and the five super-powers needed to effect lasting, positive change. He also gives tips on what to focus on and pay attention to while working to effect this kind of transformation.
This looks at the biggest trends in consumer behaviour each year for 10 years starting in 2005 through to 2015. I wanted to be able to articulate this shift I was observing and feeling but couldn't quite describe.
What's Wrong With Silicon Valley's Growth ModelTim O'Reilly
A talk I gave on the oreilly.com live training platform on January 22, 2020, focusing on the way that many Silicon Valley startups are designed to be financial instruments rather than real companies. They are gaming the financial system, much like the CDOs that fueled the 2009 financial crash. I talk about the rise of profitless IPOs, and contrast that with the huge profits of the last wave of Silicon Valley giants. In many ways, it is an extended meditation on Benjamin Graham's famous statement, "In the short term, the market is a voting machine, but in the long term it is a weighing machine."
Going Beyond the Empowered Buyer: The Next Five Mega Marketing Challenges Demandbase
In the modern B2B buying cycle, control has moved away from businesses and into the hands of their buyers. This challenge has inspired a wave of marketing innovation, but there are even bigger challenges ahead. Follow along as Mathew Sweezey reveals the next Five Mega challenges facing B2B marketers – and how to confront them.
Cette semaine, j'ai partagé ma vision de l'entreprise dans un contexte de bouleversement technologique mais surtout sociétal.
Face à l'impératif de l'innovation, pour rester dans la course, attirer et surtout retenir les talents en quête de sens et de challenge, l'entreprise n'a je pense qu'une seule voie : faire de la croissance de ses collaborateurs son enjeu principal.
Se focaliser sur le "happiness" est à mon sens un leurre. L'entreprise doit se pencher sur le développement professionnel et personnel de ses employés, et offrir le meilleur cadre pour apprendre et progresser. Cela implique d'évoluer d'une organisation "shareholder-centric", voire "user/customer-centric" pour les bons élèves, à une entreprise "employee-centric". C'est sur ce terreau vertueux que se construira la valeur pour les clients et actionnaires.
La présentation est très majoritairement orale, mais voici quelques pistes dans les slides pour ceux que le sujet intéresse :)
Technology Tools for Leaders - presentation to the National State Auditors Association in Harrisburg on September 30, 2009. Features I2A - Insights to Action - a strategic thinking system, CPA Vision Project, Social Media, and Mindmanager CPA edition, XBRL.
A presentation adapted from "The Startup of You" by Reid Hoffman and Ben Casnocha. I was the keynote presentation at the "Noche de las telecomunicaciones valencianas" meeting in Valencia, Spain.
Far too many nonprofits are still relying on 20th-century strategies and “we’ve always done it this way” tactics to year-end campaign planning. The results are falling short of what’s possible. In today’s plugged in, multi-generational world of donors, there’s a new formula guaranteed to increase your impact.
That’s why we created the 4 step formula to a wildly successful year-end campaign strategy.
Join us as we reveal a real-world example of how we increased donations by 285% and slashed production costs for a century-old nonprofit who was ready to shake things up and make an impact.
Startup Keys for Global Expansion (Colin Hodge @ MEET Startups TW by BNext Me...Colin Hodge
Sharing my 2 keys for expanding your startup to other regions, within the "Organic Growth, Global Mindset" theme. Also covers the SMILE Framework for growing your startup.
What's Wrong with the Silicon Valley Growth Model (Extended UCL Lecture)Tim O'Reilly
A three part lecture for the Institute for Innovation and Public Purpose at University College London. I talk about how the Silicon Valley growth model is leading from value creation to rent extraction, then about how public policy shapes our markets and what public policy students can learn from technology platforms (both what they do right and how they go wrong), and finally, I touch on some of the great mission-driven goals that could replace "increasing corporate profits" as the guiding objective of our economy.
No single topic has been more top-of-mind over the past year for CEOs around the world than organizational culture.
Finally, leaders are recognizing corporate culture for what it truly is: an essential and unavoidable determinant of company performance. It influences, shapes and distorts the perceptions, thoughts and actions of the people within the enterprise—and often makes the difference between success and failure.
Yet some organizations still have to learn this the hard way. Just ask Volkswagen, the Fédération Internationale de Football Association (FIFA) and Toshiba. In 2015, each
of these enterprises was rocked by high-profile scandals that undermined customers’ goodwill and cost significant sums to repair. At the root of each of these scandals was a broken—or even toxic—corporate culture.
In February, after Moody’s downgraded its assessment of Toshiba in the wake of the company’s major accounting scandal, the Financial Times said, “The scandal exposed not only a corporate culture where employees were afraid to speak out against bosses, but also weaknesses across most of Toshiba’s businesses after the inflated figures were corrected.”
Ultimately, it is the CEO who is responsible for building and driving culture throughout the organization. And when that culture becomes a liability, it is the CEO who is held accountable. For example, in April, Amazon’s Jeff Bezos was still seemingly defending
his company after a scathing 2015 New York Times article described a workplace where employees were forced out after suffering from cancer and other personal crises. In his 2016 letter to investors, Mr. Bezos wrote, “A word about corporate cultures: for better or for worse, they are enduring, stable, hard to change. They can be a source of advantage or disadvantage.... We never claim that our approach is the right one—just that it’s ours—and over the last two decades, we’ve collected a large group of like-minded people. Folks who find our approach energizing and meaningful.”
Building a sustainable culture that drives the right results is not easy. In fact, according to Insigniam’s latest Executive Sentiment Survey, two-thirds of CEOs and managing directors report that installing or leveraging the right corporate culture is either not going well or they are still trying to figure out how to make it happen.
When CEOs do get it right, however, culture can lead to unprecedented innovation, growth and performance. As Microsoft CEO Satya Nadella told USA Today, “Ultimately, what any company does when it is successful is merely a lagging indicator of its existing culture.”
So if your company is coming up short, take a careful look at whether the culture is supporting strategy. And do not be afraid to make drastic changes.
The best corporate legacies do not simply occur by chance. They are created by the bold and driven by the visionary. Corporate legacies shine the brightest when they transcend a single product, service or industry.
Take Apple. When the corporate giant combined a phone, a music player and the internet to make the iPhone, Steve Jobs and co. not only created a new future for themselves; they also expanded the idea of what a tech company could be and in what industries it could play. They rewrote the boundaries of what is possible. That is a true legacy.
“Without the iPhone revolution, it is hard to imagine a technology company entering the transport industry or designing a device that can steer cars around while receiving and transmitting streams of data,” John Gapper at The Financial Times wrote earlier this year.
But the sheen of a great legacy can disappear quickly if major missteps are made, drama drives headlines or executive competency is questioned. We have seen several recent examples of this, including HSBC, Wells Fargo and United Airlines. And the risk
of a legacy being tarnished is higher in today’s world of constant connection, where good news travels fast but bad news travels faster.
Samsung is another prime example. For years, the company’s legacy has been built on quality and innovation, but that legacy is in jeopardy following last year’s debacle with the Galaxy Note 7. According to the Reputation Quotient Ratings report by The Harris Poll, in 2015 Samsung was the third most-respected company among U.S. consumers. In the 2017 poll, its ranking fell more than 40 points. For better or worse, corporate legacies are not stagnant—they shift over time with every move leaders make. You will always have an impact.
This issue is full of stories from executives about how they plan to build legacies at their companies. I hope they inspire you to create your own.
Blockchain Latam: Bitcoin within context of industry transformationAlan Colmenares
Instead of analyzing Bitcoin's potential for growth from today's perspective, I ask the audience at the Blockchain Latam event to consider how it may evolve given the trajectory of business transformation.
Innovación Digital, Fintech, Bitcoin y Blockchain Alan Colmenares
El 10 de junio tuve la oportunidad de hablarle a una audiencia de personas dentro y fuera del banco BBVA sobre la innovación digital, fintech, Bitcoin y Blockchain dentro del contexto de la transformación del sector de banca y finanzas. Esta son las diapositivas de dicha presentación.
10 Lessons learned Latin American Startup EcosystemAlan Colmenares
10 Lessons learned from my time within the Latin American Startup Ecosystem. Sometimes you have to ignore investors. What counts is creating something people love. Ignore company culture at your peril, etc.
Latam eCommerce Opportunities - eCommerce Day BogotaAlan Colmenares
Speech given (in Spanglish) at eCommerce Day Bogota December 3, 2013 about interesting opportunities within the eCommerce space in general and particularly in Latin America.
Presentacion de Alan Colmenares el 28 de Octubre de 2011 en la Universidad de los Andes en Bogota ante audiencia de potenciales emprendedores y emprendedoras. La innovacion digital está cambiando industria tras industria y las oportunidades siguen multiplicandose
My talk (in spanish) at Social Media Week Bogota on September 22, 2011 about how social media and other digital tools are transforming business.
http://www.tgcoach.com
http://www.tropicalgringo.com
Presentación corta de Alan Colmenares (aka, TropicalGringo) sobre el emprendimiento digital en Colombia dentro del contexto regional (Chile, Brasil, Argentina) y global (Silicon Valley). Presentado en el eCommerce Day Bogota el 24 de agosto de 2011
Temario digital innovation intensive workshopAlan Colmenares
Asista al taller de un día sobre Innovación Digital en Bogotá, Colombia. Las tacticas anteriores de depender excusivamente en optimización de procesos, metodos tradicionales de mercadeo, etc. ya no son suficientes en un mundo tan cambiante. Desarrolle su Design Thinking y aprenda analizar y reinventar su modelo de negocio y comunicar dichas innovaciones a sus colegas.
Los asistentes trabajarán en grupos para no sólo entender los cambios en industrias como medios, comercio y gobierno sino para adelantarsen a estos cambios y lograr ventajas competitivas.
Asista al taller de un día sobre Innovación Digital en Bogotá, Colombia. Las tacticas anteriores de depender excusivamente en optimización de procesos, metodos tradicionales de mercadeo, etc. ya no son suficientes en un mundo tan cambiante. Desarrolle su Design Thinking y aprenda analizar y reinventar su modelo de negocio y comunicar dichas innovaciones a sus colegas.
Los asistentes trabajarán en grupos para no sólo entender los cambios en industrias como medios, comercio y gobierno sino para adelantarsen a estos cambios y lograr ventajas competitivas.
Asista al taller de un día sobre Innovación Digital en Bogotá, Colombia. Las tacticas anteriores de depender excusivamente en optimización de procesos, metodos tradicionales de mercadeo, etc. ya no son suficientes en un mundo tan cambiante. Desarrolle su Design Thinking y aprenda analizar y reinventar su modelo de negocio y comunicar dichas innovaciones a sus colegas.
Los asistentes trabajarán en grupos para no sólo entender los cambios en industrias como medios, comercio y gobierno sino para adelantarsen a estos cambios y lograr ventajas competitivas.
En el SaaS Startup Day, desarrollará las siguientes competencias:
1. Desarrollo de estrategias “Long Tail” potenciados por Cloud Computing/SaaS
2. Cambiando a una filosofía de “lanzar temprano y lanzar frecuentemente.”
3. Comprensión de los nuevos modelos de negocios posibles con Cloud Computing/SaaS
4. Nuevas oportunidades para “Pull Marketing” y modelo “Freemium”
5. Capacidad para desarrollar una propuesta de SaaS/Cloud Computing diferenciada.
6. Mejores practicas de negocios dentro del modelo SaaS.
7. Desarrollo de capacidades para comunicar una propuesta de valor a juntas directivas, inversionistas y directivos.
Un ebook para ejecutivos, empresarios y agencias digitales para distribuir el mensaje sobre el poder del mercadeo por Internet. Esta escrito junto con imagenes para ser facil de dirigir y evangelizar el uso de las nuevas herramientas digitales. Mas informacion en http://www.tropicalgringo.com
En esta presentacion TropicalGringo http://www.tropicalgringo.com explica el modelo de negocio de los Ad Networks o redes de publicidad y como estos generan ingresos. A su vez se explica el modelo de negocio especifico de Tairona Media http://www.taironamedia.com , un ad network con enfoque en america latina. La capacitacion es llevada a cabo utilizando analogias del mundo de la moda y el modelo de negocio de las revistas.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
8. “Mi propia teoría es
que estamos en
medio de una
transformación
tecnológica y
económica en
donde empresas de
software están por
tomar posesión de
grandes porciones
de la economía.”
Marc Andreessen - 2011
zwapp
9. “Mi propia teoría es
que estamos en
medio de una
transformación
tecnológica y
económica en
donde empresas de
software están por
tomar posesión de
grandes porciones
de la economía.”
Marc Andreessen - 2011
zwapp
19. To be honest, when my overriding concern as an
early stage startup is survival I do question
whether I should give any thought to culture.
Nonetheless…
zwapp
20. “The early days
of a company is
a golden
opportunity to
set ground
rules.”
Peter Thiel, Blake Masters’ notes.
zwapp
27. “If you want to build a
ship, don't drum up
people to collect wood
and don't assign them
tasks and work, but
rather teach them to long
for the endless immensity
of the sea.”
― Antoine de Saint-Exupéry
zwapp
29. zwapp
zwapp mission statement
We believe that we’re at the beginning of a massive
digital tsunami that enables us to deliver greater
economic rewards to Latin Americans from the
companies and merchants with whom they interact.
32. “The popular phrase out in the Valley is that Uber was the fastest
growing startup in Silicon Valley history.”
-Mike Isaac, Super Pumped: The Battle for Uber
Travis
Kalanick
$4B
net worth
zwapp
36. Can you come up with an inspiring mission
statement for the following non-profit?
zwapp
37.
38. We are committed to
elevating the
collective
consciousness of the
world by expanding
happiness and
unleashing every
human’s superpowers.
zwapp
39. We are committed to
elevating the
collective
consciousness of the
world by expanding
happiness and
unleashing every
human’s superpowers.
-The We Company mission
Adam Neuman
48. Though these companies have created strong
internal cultures, given past and present deeds, it’s
valid to question their sense of responsibility
towards society at large.
zwapp
50. “Indeed for most Americans the once-promising
new economy has meant a descent, as one MIT
economist recently put it, toward a precarious
position usually associated with Third World
countries.”
zwapp
52. “…workplace
dictatorship and
Amazon in particular
penetrates very deep
into the white-collar
workforce. They're also
seriously abused and
constrained by the
system.”
Professor Elizabeth Anderson.
zwapp
61. “It appears the beauty of Apple’s brilliant design ultimately rests upon the
suffering of workers in electronic sweatshops, where human rights, labour
standards, environmental safety and business integrity are routinely ignored.”
-SmartCompany, Aug 2018 zwapp
62. “The major
theme that I
would argue
that’s been one
of the true
absolutes in
history is that
power corrupts.
I believe these
firms [Google,
Amazon,
Facebook and
Apple] have too
much power.”
-Scott Galloway
63. This is an opportunity for your startup.
zwapp