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Guidance, a full service ecommerce agency driving business for retailers, brands and manufactures, has been named to the Partner Advisory Board (PAB) of Episerver™, the customer-centric digital experience company.Episerver’s PAB is an exclusive set of Episerver partners selected to advise Episerver on product strategy, market intelligence and overall go-to-market strategy.Guidance has been selected based on its extensive knowledge of Episerver’s portfolio, the key market demands driving customer adoption of digital marketing technologies and a broad understanding of the needs of a variety of key industries.Guidance offers more than 25 years of experience as an industry leading ecommerce agency dedicated to growth oriented mid-market and enterprise branded manufacturers and merchants in both B2C and B2B with industry leading practices in development, commerce strategy, mobile optimization, UI/UC, design and system integration.Guidance differentiates its Episerver practice through:Living and breathing digital by designing, developing and delivering growth-oriented commerce solutions for brands.A team of seasoned professionals providing top of the line commerce solutions that have helped digital newcomers and retail veterans like Benefit Cosmetics and Burlington Coat Factory grow, flourish and reach their full potential in highly competitive markets.Creating unforgettable, show-stopping experiences online through turnkey technical solutions in strategy, creative, commerce, optimization, acceleration and managed services.“Guidance is extremely excited to be part of the Episerver Partner Advisory Board not only to provide our unique outlook on growth strategy but to deliver high-quality solutions for customers amongst like-minded peers,” said Jason Meugniot, CEO of Guidance.By combining our feedback and experience, we can deliver a better overall business solution for Episerver customers.”As a PAB member, Guidance will routinely meet with Episerver executives to ensure a continuous feedback loop as well as obtain advanced access to product launches, company news, partner tools and other drivers of partner-vendor success.A current Leader in the Gartner Magic Quadrant for Digital Experience Platforms[AD1], Episerver continues double-digit growth in new customers drawn to its Customer-Centric Digital Experience Platform™.
Apple Even though Apple didn’t announce new iPhones yesterday, the event was a jam-packed hour. Apple announced four new hardware products, a major new service, and a new bundle. By any objective standard, that’s a big day. As I’ll note below, the most important products might not be the hardware, but Fitness Plus and the ability to make an Apple Watch a kid tracker. Besides those announcements, the main thing that struck me is that Apple seems to be making a subtle but important shift in its product strategy this year. You may have heard of the “Good, Better, Best” pricing strategy — it’s been applied to Apple a bunch. I think what Apple is doing this year is making the “better” option ...better — and also a little more expensive. It’s the... Continue reading…
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Now five years old, Google's Next Billion Users initiative has around 300 central employees and works with teams across YouTube, Chrome, and more. NBU builds new products, and adapts existing Google products, for emerging markets. It was an idea Sundar Pichai first floated when he became CEO in 2015. Voice, vernacular, and video are the three big themes it's focusing on today, says product lead Josh Woodward. Some products, like NBU's files app, have gone on to become surprise global hits. There will be more to come. Visit Business Insider's homepage for more stories. When Sundar Pichai was appointed Google's CEO in 2015, one of his early ideas was an initiative to explore how emerging markets were coming online — and how Google's products might not be suitable for many of those users. The division was named Next Billion Users (NBU) and set out to build products for countries where perhaps Wi-Fi is less available, mobile data costs are higher, or phones lack the mammoth amounts of storage that they often have in the US. NBU started out looking at India, Indonesia and Brazil, but has since expanded its scope to include Mexico and Nigeria. Today, the division has around 300 central employees and "hundreds" of other members across teams including YouTube, Play, and Chrome, said Josh Woodward, NBU's director of product management, in an interview with Business Insider. Projects have included Google Go, a stripped-down search app built for lightweight data use. Some of the products have even gone on to become surprise global hits, such as offline Google Maps directions, and Files Go (now named Files by Google) which was, funnily enough, originally built to seek and destroy unwanted memes.  "One of the big problems we were seeing was people forwarding WhatsApp memes to each other, that was filling up a lot of storage [on their phones]," said Woodward. "So, the team in Mountain View connected with the Google Photos team who had built a lot of interesting computer vision stuff and we were able to train that model to detect these memes." But the app has boomed well outside of its target market. "The US today is the fourth most popular country for the files app, which is interesting because we never designed it for the US," said Woodward. NBU's work is split between adapting existing Google products in ways that make sense for other markets, and building entirely new products that are more locally relevant. And as time has moved on and smartphone use has increased, says Woodward, the team has focused more on people who are coming online for the very first time. "If you were to try to boil down the three big trends happening in NBU today, I would say it's voice, vernacular – which is how people who don't usually speak English are coming online in massive quantities – and then video," said Woodward. The team has offices and conducts field research in the countries where it's focused, so the pandemic has posed an obvious obstacle to much of its work. "Our whole culture we had built around empathy, either building teams in a country or flying people in for two weeks into NBU studios, we've had to shift entirely," said Woodward. To compensate for not being in the field, the team has been finding other ways of instilling some level of empathy in a Google engineer for a first-time internet user in Mumbai, said Woodward. For example, there's a mind-boggling internal game called 'Gorm the Zop,' which NBU employees are made to play to try to understand how confusing smartphones and the internet can be for a first-time user.  "We usually call people up in front of an all-hands meetings and have them play it in front of their peers." said Woodward. But the new normal has also changed the way NBU is thinking about the future, especially on the themes of employment and digital payments, said Woodward. "These both feel like areas where we've almost hit a fast-forward button to 2030 and we're seeing the pace of change in these areas really fast," he said. "For most workers in a lot of countries where we're doing research with right now, they're printing out CVs and dropping them in wooden boxes to try to get jobs," he added. "That world is going to change and become digital." Video calling replacing face-to-face interviews are a big part of that shift that the pandemic is only accelerating. Meanwhile, the team sees a lot more opportunities to build on its success in digital payments, particularly in India where Google Pay allows merchants to display digital storefronts in the app where users can even browse and order from menus. There's been speculation that Google will bring some of these features to the US, too, where Google Pay has been slower to grow but could be invigorated by a pandemic-driven push toward contactless payments. Then there's Jio, India's telecom platform giant, into which Google just put a $4.5 billion (7.5%) stake. The two are now working together on a custom version of Android for entry-level phones – a way for Google to get its range of apps and services in the hands of even more people. "We're still in the early stages of defining the exact specs and products and what not," said Woodward. "[Jio] of course understand India, they have distribution, they have key assets in the country." NBU has had its failures along the way, too. In February, it shuttered Google Stations, a program which put free Wi-Fi in more than 400 railway stations in India and other parts of the world. It was a project that made much more sense in late 2014, and less so when India's Jio network arrived and data costs plummeted. Then in May, Neighborly, an app launched in Mumbai for residents to connect with locals, was shuttered after it failed to gain traction. "If people tended to have an important local question, they might ask it on Neighborly but they had that really important question maybe once a month.... so the frequency of use just wasn't there," said Woodward. With Alphabet focusing on bringing the internet to other parts of the world via fiber networks or internet balloons, there also may be more opportunities for these teams to work with NBU. Woodward says NBU is less focused on the infrastructure side right now, but said the team worked with Alphabet's Loon for its rollout of internet service in Kenya. Woodward says the "beating heart" of NBU right now is how Google learns from users who are mobile-only, but the finding could affect Google's broader, global product strategy ahead. "We used to say in 2015 the future of the internet looks like the next billion users, which was kind of a rallying cry to come and join our team. But actually I would say that future is the present now. These are the users who are determining a lot of the trends we're going to see play out in the US and the rest of the world."Join the conversation about this story » NOW WATCH: Why thoroughbred horse semen is the world's most expensive liquid
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Cornerstone OnDemand (NASDAQ: CSOD), a global leader in people development solutions, today announced it has welcomed two new executives to drive strategic alignment across the organization and advance the company’s customer-centric approach.Theresa Damato has been named Chief of Staff, and Karen Williams is now the Senior Vice President (SVP) of Customer Support and Services.These two appointments come at a pivotal time for the company as it embarks on a period of transformation to help organizations adapt to a new world of work that requires continuous people development and rapid organizational agility.Damato will play a fundamental role in aligning the organization’s vision, strategy and operating plan.By working cross-functionally with the company’s leadership and board of directors, she will ensure Cornerstone continues to meet the needs of organizations around the world.As the former Chief Marketing Officer at Saba Software with over 20 years of experience in technology marketing and business development, Damato brings her passion for operational excellence to this new role.Williams will develop a new center of excellence for customer care including global support and professional services, which will capitalize on her proven track record for creating cultures of customer centricity and customer success.With over 25 years of experience in enterprise technology product strategy and customer support with organizations such as IBM, Williams most recently served as Executive Vice President at Saba Software, where she integrated customer success into product development and served as Chair of the Board for United Way East Ottawa.Both executives’ expertise in optimizing the customer experience, combined with their backgrounds in bringing to market world-class enterprise technology products, secured their appointments to the Cornerstone executive leadership team.
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Ferhan Patel is a Fintech professional with good strategies of Product Strategy and Marketing and focus on the e-wallets, risk & fraud monitoring, payments compliance and emerging payments technology.
Hearsay Systems allows financial advisors and insurance agents to have a more personal relationship with clients while still keeping their communication secure and compliant. CEO Clara Shih founded the company after working at Salesforce for three years and realizing that digital customer relationships often lost the personal touch that an advisor offers. Almost a decade later, Shih's startup is deepening its partnership with Salesforce, as digital personalized customer service is valued more than ever during the coronavirus pandemic.  Ther partnership will improve Hearsay's app on the AppExchange and develop more integrations and data sharing features between Salesforce and Hearsay, Shih said.  Click here to read more BI Prime stories.  When Clara Shih led product marketing for Salesforce's AppExchange for three years in the late 2000s, she saw two glaring problems: First, Salesforce's customer relationship management system lacked tools allowing agents to update a customer's profile based on personal conversations with them. Also, while sales reps often turned to social media platforms to connect with customers on a personal level, they couldn't connect those apps back to their CRM. She realized there was an opportunity to build a social selling tool that could connect the dots on those two opportunities, so she left Salesforce in 2009 to found Hearsay Systems, a startup that makes digital communication software for the financial services industry.  Now, almost a decade later, as the coronavirus pandemic makes personalized digital customer service more important than ever, Shih's startup is partnering with her former employer.  While Hearsay already had an app on Salesforce's AppExchange, the two company are now working together to develop additional integrations, and Salesforce Ventures poured some fresh funding into the startup. Shih declined to share the amount of the investment, though Hearsay previously raised $51 million at a $175 million valuation, according to PitchBook, from investors like Sequoia and NewView capital.  In financial services, agents and advisors rely on cultivating personal relationships with their customers. While self service tools like chatbots are increasingly popular, they often don't actually drive customer loyalty, Shih said.  "No one ever switches from Bank of America to Wells Fargo because Wells Fargo has a better chatbox," Shih said. "But on the advisor side, that happens all the time. People follow their advisor from company to company."  However, it's often challenging for individual advisors to take insights from their one-on-one conversations and make them useful to other parts of the firm: Because all of their communication deals with finances, it's sensitive and needs to be protected. That's where Hearsay comes in. Agents can use Heresay's tools to change settings or leave actionable notes based on conversations that they've had with customers, that coworkers in other parts of the business can read without seeing the nitty-gritty details of the conversations. "The real people that we serve are the insurance agents and the financial advisors who are in what we call the 'last mile,'" Shih told Business Insider. "The reason this is important, especially in the last five months, is that the relationship in the last mile is really special. It's only in the last mile that clients feel comfortable sharing."  Using technology to create personal relationships with customers People rely on financial advisors to manage their money, estates, wills, retirement, and many other potentially life-altering matters. During tough situations, digitization itself can often do more harm than good, Shih said. For example, someone who just lost a parent and has to manage their finances and estate would rely on a financial advisor during that process. Hearsay's tools allow the advisor to communicate with the client securely via text or voice chat, and track those conversations in the customer relationship management software. That's where it's real value-add comes in: Using Hearsay, an agent can leave notes to make sure sure that their conversations are informing the way the rest of a bank or management firm interacts with that customer. For example, as the customer is dealing with a difficult process, it would be inappropriate for the marketing team to send them targeted emails about other services, Shih said. Hearsay's product can prevent such snafus.   Hearsay's partnership with Salesforce will let agents and advisors will make it easier for information to be communicated to other departments. That doesn't mean the entire company would be able to see a customer's personal information, Shih said. But it could allow an agent to turn off marketing emails for a customer, for example.  "So much of the value in enterprise software is actually not about adding more technology," Shih said. "It's about making sure that the technology [customers] have is connected." The partnership also lets Salesforce deepen its industry specific strategy Given that Hearsay's tools are targeted towards the financial services industry, Shih sees the partnership as allowing Salesforce to deepen its commitment to its industry specific sales and product strategy. Salesforce acquired Vlocity earlier this year and named its leader — David Schmaier — as CEO of Salesforce Industries in June.  Partnership like this one with Hearsay help Salesforce unlock a "last mile of value" for customers in regulated industries, Bill Patterson, Salesforce's executive VP and general manager of CRM, said in a video blog.  Salesforce and Hearsay have a number of joint customers including Prudential, Fidelity, Morgan Stanley, New York Life, Liberty Mutual, Barclays, and TD Ameritrade. Got a tip? Contact this reporter via email at [email protected] or Signal at 925-364-4258. (PR pitches by email only, please.) You can also contact Business Insider securely via SecureDrop.Join the conversation about this story » NOW WATCH: Pathologists debunk 13 coronavirus myths
Mark Zuckerberg wrote warmly about how Chinese apps copied competitors and urged his team to find ways to "move a lot faster" in 2012. The Facebook CEO made the comments in an internal memo that was made public on Wednesday by the US House Judiciary Committee. The document offers a window into the tech exec's influences, and how he has historically thought about product strategy. Facebook has long had a reputation for blatantly copying competitors if it can't acquire them, and is now facing intense antitrust scrutiny. Facebook CEO Mark Zuckerberg had a message for his top lieutenants: Shamelessly copying competitors gets results. In March 2012, the technology executive sent an emailed message to some of his closest confidantes at the social network, relaying some takeaways from conversations he had had with Chinese entrepreneurs about their products. Zuckerberg spoke warmly about the results of China's "strong culture of cloning things quickly" — highlighting how it ultimately produces "clean and polished" apps with a plethora of features — and implored his team to think of ways to "move a lot faster." The document was made public on Wednesday by the US House Judiciary Committee as part of its year-long investigation into Facebook and other big tech firms over antitrust issues. It offers a unique window into some of the relatively early influences on Zuckerberg's thinking around product design, and how he communicated product strategy to key executives at his company in an unguarded way.  Facebook is notorious for shamelessly copying competitors if it can't outright acquire them, adopting features pioneered by other companies like Snapchat's Stories format — often to immense success. The company now faces mounting antitrust scrutiny over whether it has acted anti-competitively, and some critics are calling for it to be broken up and for its acquisitions — including Instagram, WhatsApp, and Oculus — to be undone. The email was sent to Chris Cox, a key product exec, and Mike Schroepfer, a long-time tech leader who is currently the company's chief technology officer, and later forwarded to COO Sheryl Sandberg. It details meetings between Zuckerberg and Robin Li, a cofounder of Chinese search engine Baidu, as well as with the founders of Renren, a Chinese social network similar to Facebook. "In China there is this strong culture of cloning things quickly and building lots of different products instead of just focusing on one thing at a time. This allows them to plant lots of seeds, and although it yields lower quality products in the short term as they're cloning and the markets are growing quickly, as markets mature there seems to be less of a gap between the clones and the originals," Zuckerberg wrote. He detailed an array of features Renren had built that Facebook lacked, writing that it "now seems almost as clean and polished as our own [social network]." Zuckerberg concluded: "Overall, seeing all this and the pace that new mobile apps seem to be coming out from other companies makes me think we're moving very slowly. If we were moving faster, then we might be able to build out more of the social use cases ourselves and prevent our competitors from getting footholds. "Maybe it's just a lot easier for these guys to move quickly since they're just copying other people, but a lot of the stuff that we're doing around messages, photos, etc doesn't have a huge number of original problems either." He added: "I wonder what we could do to move a lot faster."  Schroepfer enforced the memo, responding that "fast-follow is something I'm a fan of," though warning that the company needs to ensure "the engineers/[product managers] on the project are excited/motivated by what they are doing."  And Sandberg wrote that "it is hard not to agree that it is better to do more and move faster, especially if that means you don't have competitors build products that takes some of our users." Here's the full memo from Zuckerberg:  Join the conversation about this story » NOW WATCH: Why you don't see brilliantly blue fireworks
We've identified 24 of the high-powered executives that Microsoft has assembled in a team to fight its rivals in the cloud wars, based on information from insiders and experts. Microsoft reported 2020 fiscal-year earnings this week and said it achieved $50 billion in annual revenue for its commercial cloud business, which includes sales of Microsoft Office and Azure to businesses, for the first time. Microsoft has long been considered the No. 2 cloud provider versus dominant Amazon Web Services, but that perception has started to change through recent and significant victories, such as landing a $10 billion cloud computing contract with the Pentagon. Of course, Microsoft still has a lot of catching up to do. Gartner estimated Amazon's 2018 cloud market share was three times the size of Microsoft's. Click here to read more BI Prime stories. Microsoft's cloud business is on the rise and the Redmond, Washington-based company has assembled a team of high-powered executives to upend its rivals. Microsoft Azure has long been considered the No. 2 cloud provider versus dominant Amazon Web Services, but that perception has started to change.  "Azure is the primary growth engine for the company and positions them to have a leading market share in a potentially multitrillion-dollar opportunity in the future of computing," RBC Capital analyst Alex Zukin said.  To be sure, Microsoft still has a lot of catching up to do. Gartner in a report released over the summer pegged the 2018 market share for AWS at 47.8% and that of Microsoft Azure at 15.5%. But Microsoft has scored some significant wins and recent moves indicate the company is prioritizing the cloud above all else. When Microsoft reported 2020 fiscal-year earnings this week and said it surpassed $50 billion in annual revenue for its commercial cloud business, which includes sales of Microsoft Office and Azure to businesses, for the first time. To lead the charge, Microsoft has assembled a team of high-powered executives to guide its all-important cloud strategy. We spoke with insiders and experts who said that these were the 24 power players to watch within Microsoft's cloud business. Meet Microsoft's ace cloud team:SEE ALSO: Amazon reportedly restricted partners at its New York conference from mentioning competitors like Microsoft and Google Alysa Taylor. corporate vice president of business applications and industry Alysa Taylor runs the marketing teams for Microsoft's customer relationship management software Dynamics 365 — a competitor to Salesforce — as well as the Power Platform, a line that includes products like business-analytics service Power BI and app development tool PowerApps. Taylor first joined Microsoft in 2004 as a general manager and her role within Microsoft's cloud organization is significant as Power Platform could be an important part of Microsoft's ability to compete against Amazon Web Services.     Bharat Shah, corporate vice president of Cloud and AI Security Engineering Shah's job is to make the Azure cloud platform secure. He's spent more than 30 years at Microsoft, including a decade in the cloud computing business, and now runs services that help cloud customers protect against security threats including Azure Security Center, Azure Sentinel, and Azure Key Vault. Shah also leads security product development teams for user and infrastructure-oriented security and runs the Microsoft Security Response Center, which responds to attacks against Microsoft's cloud, as well as the data center security team, which protects the physical security of Microsoft data centers. Charles Lamanna, corporate vice president of low code application platform Lamanna leads the engineering and program management teams for the business applications group's Low Code Application Platform, which includes products such as Microsoft's Dynamics 365 customers relationship management platform and PowerApps, which helps companies create business apps without coding. Offering products that require little or no coding — part of the so-called low-code/no-code movement in the developer tech market — has become a priority for Microsoft. "Microsoft has a very big commitment not just to true software developers, but citizen developers [or non-professional developers," Daniel Newman, Futurum Research principal analyst and founding partner, said. "They're trying to drive low-code, no-code adoption where you can do it all without needing to be an experienced coder."  Lamanna's team includes nearly 1,000 people in Redmond, Hyderabad, Paris, and Toronto. Charlotte Yarkoni, corporate vice president of Cloud and AI Yarkoni's job is to attract customers and partners including developers, startups, and independent software vendors into Microsoft's cloud business. Her team is responsible for the Microsoft for Startups program, which provides sales, marketing, and technical support for startups, and Microsoft's Imagine Cup student competition.  Yarkoni's team also runs developer relations for Microsoft, Microsoft's Channel 9, which publishes videos behind-the-scenes at Microsoft, and learning resources and forums such as developer.microsoft.com and doc.microsoft.com, making her a visible part of the company's all-important push to appeal to developers. Deb Cupp, corporate vice president of industry Tailoring products to fit specific use cases is becoming more common for cloud companies. Google announced industry-specific cloud initiatives earlier this year, including for healthcare, financial services, media and entertainment, and manufacturing. IBM also has a specific cloud for financial services, and touts Bank of America as a client. Amazon Web Services offers industry-specific products too. Cupp, who joined Microsoft in 2018, is a big part of that effort within Microsoft. Microsoft recently introduced its first industry-specific cloud, which includes versions of existing products — such as Dynamics 365 Marketing, Dynamics 365 Customer Service, and Azure IoT — with tweaks designed specifically for the healthcare industry.  Corey Sanders, corporate vice president of Microsoft Solutions Sanders sets the sales strategy and runs the corporate technical sales team for Microsoft's Azure cloud business, its productivity apps, and Dynamics 365, its competitor to Salesforce.  Sanders joined Microsoft in 2004 and has worked on the Azure team since before its release. "I find Corey Sanders as one of the well-trusted names in the space," Gartner research director Sanjeev Mohan said.   Eric Boyd, corporate vice president of AI Platform Boyd runs Azure AI, the artificial intelligence platform for Microsoft's Azure cloud business. Microsoft formed the Azure AI group during a company wide reorganization last year. It is charged with finding a way to sell the artificial-intelligence research and technologies already used in the company's products to customers – and making it easy for any type of company to use. Simplifying artificial intelligence and machine learning for cloud customers could make Microsoft more competitive in the fierce cloud-computing battle with AWS, and Boyd is a leader in that effort.  Erin Chapple, corporate vice president of Azure Compute Chapple is the head of product for Azure Compute, which provides the infrastructure customers need to build applications. She joined Microsoft in 1998 and has spent much of her time at the company working on Windows Server, Microsoft's server operating system. "She has domain expertise and knowledge," Gartner research director Sanjeev Mohan said. "She can transcend the legacy Windows Server and the Azure business. That is a very important combo right there." Gayle Sheppard, corporate vice president of Azure Data Sheppard oversees strategy for Microsoft's data and analytics products and services.  She's in charge of product management and customer experiences for Microsoft products and services including Microsoft's SQL Server database management system and other products related to SQL, the programming language designed for managing data, plus additional data and analytics products within Azure. Sheppard joined Microsoft in April about six months after leaving Intel, where she was vice president and general manager of the Saffron AI Group. Microsoft is still in the "first innings" of data and artificial intelligence, CEO Satya Nadella said when he recently listed the technologies that will guide the future of the company. James Phillips, president of business applications Phillips leads Microsoft's business applications group, in which his teams build and operate Microsoft business applications including Dynamics 365 customer relationship management, the Power Platform that helps customers customize cloud applications with minimal coding, and Microsoft's artificial intelligence and mixed-reality business applications. He started at Microsoft in 2012 as a strategic adviser to Satya Nadella, the company's current CEO.  Phillips' team had more than 5,000 employees globally as of 2018.   Jason Zander, executive vice president of Microsoft Azure Zander is the top executive within Azure, Microsoft's overall cloud platform and its rival to the market-leading Amazon Web Services. He's run the team since Microsoft reorganized in 2018, dismantling its traditional Windows organization in favor of a focus on cloud computing.  That means Zander is in charge of everything from product management to engineering withing Azure. The Azure group is part of the Cloud & AI group – also created during the reorganization – and Zander reports to Scott Guthrie, the head of that group. Judson Althoff, executive vice president of Worldwide Commercial Judson Althoff leads Microsoft's worldwide commercial business, which sets the sales strategy for the overall company, and helps make sure customers, partners, and developers are getting the most out of the company's technology. Althoff first joined Microsoft in 2013 as president of Microsoft North America, where he was responsible for customers and partners in the US and Canada.  Before joining Microsoft, Althoff served as a senior vice president at Oracle, where he worked for 11 years. Similarly, he also managed and supported the company's partners and sales. Prior to that, he worked at EMC.  Jeff Sandquist, corporate vice president of developer relations Jeff Sandquist is in charge of a key part of Microsoft's cloud business: developer relations. While Microsoft has long excelled in its relationships with large business customers, analysts have pointed out that one of Microsoft's biggest strategies now is winning over developers. If Microsoft really wants to catch up with Amazon Web Services, its dominant rival in the market, analysts say it needs to keep on winning the hearts and minds of the developers who do the dirty work of building software.  Sandquist joined Microsoft in 2015 and became a corporate vice president last year. Joy Chik, corporate vice president of identity Joy Chik, a 22-year Microsoft veteran, is responsible for identity, an important cybersecurity component within the company's cloud business. Chik's team manages user authentication for what Chik's LinkedIn profile says is more than 1 billion users every month across Microsoft products and services like Azure, Office 365, Windows, Xbox, and Surface hardware. Julia Liuson, corporate vice president of Developer Division Julia Liuson leads the developer division at Microsoft, which is responsible for many of Microsoft's popular products for software engineers. One of these is Visual Studio Code, an open source code editor that has become the top open source project on GitHub. Another is .NET, which is a leading standard for developing Windows applications. Liuson first joined Microsoft in 1992 as a software design engineer working on Office and developer products. Since then, she has held a variety of technical and management positions, working on products like Visual Studio, as well as its server and developer tools. Liuson holds the distinction of having been the first woman at Microsoft ever promoted to the title of corporate VP of development. This year, she was inducted into the Women in Technology International Hall of Fame.   Julia White, corporate vice president of Azure Marketing Currently, Julia White serves as corporate vice president of Azure marketing, focusing on Microsoft's cloud, enterprise security, and IT management businesses. In 2001, she left Intuit, where she started her career, and joined Microsoft as a product manager. Since then, she has held various management positions in product management, channel sales, and marketing.  Besides working in tech, White was an Olympic hopeful in the synchronized swimming event. She garnered attention for a stylish leather jacket she wore to a Microsoft event in 2014.    Mark Russinovich, chief technology officer of Microsoft Azure Mark Russinovich is the CTO of Microsoft Azure. He's particularly focused on leading Microsoft's efforts in serverless computing —which allows developers to build and run applications without having to manage the infrastructure behind it.  Russinovich has worked at Microsoft for 13 years. Before serving as Azure's CTO, he started as a technical fellow, where he helped architect Microsoft's cloud. Before joining Microsoft, Russinovich cofounded Winternals Software, where he worked for nearly a decade. He also spent three years working at IBM as a researcher. Noelle Walsh, corporate vice president of Cloud Operations and Innovation Noelle Walsh joined Microsoft in 2017 as corporate vice president. Currently, she's leading the cloud and infrastructure operations which underpin services like Azure and Office 365. She focuses on security and reliability of the cloud, as well as increasing datacenter sustainability and renewable energy. Prior to joining Microsoft, she spent nearly three decades at the Dow Chemical Company, where she made use of her background in chemical engineering There, she served as corporate vice president, as well as various other positions in multiple businesses. Rohan Kumar, corporate vice president of Azure Data Rohan Kumar heads Azure Data at Microsoft, where he leads the engineering, product strategy, development, and design of Microsoft's data applications, analytics software, and databases for data scientists, developers, and IT professionals to use. Kumar joined Microsoft after he received his masters degree, and has stayed for the last 21 years. One of Kumar's efforts includes leading data applications on Microsoft's hybrid cloud, which allows customers to run applications both on their private data centers and Microsoft's cloud. Kumar previously told Business Insider that hybrid cloud is a key part of Microsoft's strategy. "I think he's very influential because he oversaw a wide spectrum of Azure's data and analytics offerings," Gartner research director Sanjeev Mohan said. "The fact that he's now more focused on engineering, to me it tells me that Microsoft is doubling down on engineering efforts so they needed him to focus on the engineering side and let someone move over to the planning side." Sam George, corporate vice president of Azure IoT Sam George leads Azure Internet of Things (IoT), the organization that creates software that allow customers to access Microsoft's cloud from any connected device, whether it's computers, mobile phones, factory sensors, mapping technology, or even smart cars.  George has worked at Microsoft since 1997, serving various roles in development, testing, and program management. Currently, George is a major proponent of IoT and says that companies are increasingly using this technology for manufacturing, construction, agriculture, oil and gas, and other industries. Scott Guthrie, executive vice president of Cloud and AI Scott Guthrie has worked at Microsoft for over 22 years. As executive vice president of Microsoft's cloud and AI group, he is responsible for Microsoft's cloud, servers, artificial intelligence technology, databases, security, business applications, and more. These include products like Microsoft Azure, HoloLens, GitHub, and Visual Studio Code.  Guthrie joined Microsoft after graduating college. Since then, he has served in various management and executive roles, leading the Microsoft Azure team and the developer division. He was one of the original founders of Microsoft's .NET framework, which is used for developing Windows applications — and is one of the most famous developers in the world, at Microsoft or otherwise. Takeshi Numoto, commercial chief marketing officer Takeshi Numoto became Microsoft's commercial chief marketing officer in March. That means he's in charge fo the company's marketing strategy for the products its sells to businesses, including Azure and commercial cloud products like Office 365. Numoto has spent nearly 23 years at Microsoft after starting out in 1997 as a business development manager within the company's Windows division. Ulrich Homann, corporate vice president and distinguished architect of Cloud and AI Ulrich Homann has worked at Microsoft for over 24 years and currently heads engineering for Microsoft's cloud and artificial intelligence products. He spent most of his career at Microsoft as a systems architect at various businesses at the company.  Most recently, he was the distinguished architect for Microsoft's cloud and enterprise business, building out Microsoft's business applications.  Before he joined Microsoft in 1995, he worked at several consulting companies. Vasu Jakkal, corporate vice president of security, compliance, and identity marketing Vasu Jakkal joined Microsoft in July 2020 from cybersecurity company FireEye, where she was chief marketing officer. Now she's one of the people driving Microsoft's security strategy, important for its cloud business.  
Amazon is debating a price point over $1,000 for its new Alexa home robot under development, code-named "Vesta," according to people familiar with the matter. The high price tag would be a change for Amazon's hardware strategy, which typically releases affordable products that are more commonly used. The Vesta team has been dealing with launch delays, leading to higher-than-usual turnover. Some employees are questioning the rationale behind investing in a niche device with little mainstream appeal. Visit Business Insider's homepage for more stories. Amazon's next big disruptive product could come with a hefty price tag. Amazon is debating a sales price exceeding $1,000 for its Alexa home robot that is under development, according to people familiar with the matter. At that price point, the yet-to-be-released home-roaming device, code-named "Vesta," would become Amazon's most expensive hardware product to date, targeting the higher-income demographic. The premium market would be new territory for Amazon's hardware business, which typically makes affordable products that appeal to more budget-conscious users. Most of Amazon's hardware devices, including the popular Echo smart speaker, have been priced at about $100 or below to make them as widely available as possible. Even its most high-end Echo speaker, released last year, costs just $200, lower than Apple's $300 HomePod. The Vesta project, led by Gregg Zehr, the president of Amazon's Lab126 hardware unit, is one of the top priorities and major investment areas for the company, these people said. Amazon CEO Jeff Bezos is also directly involved, making frequent trips to the Lab126 office in Sunnyvale, California. But the Vesta team, which significantly expanded over the past two years, has faced constant launch delays that have partly sparked high turnover lately, people said. Internally, some employees are questioning why Amazon is investing in a niche product with little mainstream appeal at a time when the team needs to figure out how to monetize its wide user base. An Amazon spokesperson declined to comment. The Alexa-powered device is expected to be about waist-high and have the ability to move around the house on voice commands, the people familiar with the product said. One person described it as a "Roomba vacuum cleaner in human form" and said the basic idea was similar to a photo Bezos shared on Instagram two years ago, which shows the Echo speaker taped to iRobot's Roomba. Bloomberg previously reported on the existence of the project. The internal discussions are still fluid, and both the price point and the design could change as it nears launch, these people said. The price could drop, as the team is looking for ways to take advantage of existing technology from other parts of Amazon, like the Kiva warehouse robots it acquired in 2012. Further advances in Alexa's voice technology could offset the need for a dedicated screen, which is being considered for the Vesta device, potentially leading to more cost cuts. It's unclear when the product will launch. Amazon's hardware team usually holds an annual press event around September to showcase its newest gadgets, but it's unlikely to reveal the Vesta product this year, people said. Losing its luster? Employees who spoke with Business Insider said the Vesta project has lost some of its luster internally after having attracted top engineering talent to the team over the past two years. The team has shown slow progress because of disagreements over the broader product strategy, leading to a longer-than-expected launch timeline and turning off people who had joined in anticipation of a faster market release. These employees have questioned the rationale behind entering an unproven market with an expensive product that could stifle consumer adoption. Amazon's hardware strategy has historically been focused on expanding its user base by adding the Alexa voice assistant to more commonly used products, like headsets or microwaves, at affordable prices. The home-robot segment remains a niche market. Though it's expected to grow into a $9.1 billion market by 2024, according to the research firm Markets and Markets, previous attempts by other tech giants, like Sony and SoftBank, have largely failed to gain much traction. The price range for other home robots in the market went as high as $3,000 for Sony's robot dog Aibo to a few hundred dollars for Anki's Vector. In recent months, the Vesta team has faced "higher than average" employee departures, people familiar with the matter said. Some of the high-profile executives who have left in the past 18 months include: Aaron Bromberg, the former product lead who previously reported directly to Zehr; Christine Anderson, the former principal product manager; and Tiger Lan, an early director of the project who joined Facebook's Portal in 2018. Max Paley, who helped develop the team's computer-vision technology, also left in 2019. While internal sales projections are low, Amazon could benefit from the launch of an expensive home-roaming robot, people said. For example, it could test the high-end market and see if there's a willingness to buy pricier Alexa devices. Since the device is an amalgamation of the technology found in previous Alexa-powered devices, like computer vision and artificial intelligence, it could also help showcase Amazon's technological prowess to competitors. The team is also hoping for a "trickle down" effect of inspiring other Alexa products in the home as well. One person said the biggest benefit of releasing a home robot was data collection. A robot that moves around the entire home could help Amazon better understand home layouts and where voice commands are made most frequently within the household. But the privacy concerns over Alexa in recent years, including reports of the company monitoring certain user conversations, have caused the team to be much more wary of addressing those issues, this person said.  The Vesta project is led by a group of longtime Amazon hardware executives. Charlie Tritschler, an early member of the Kindle e-reader team, is one of the most high-profile vice presidents for the project, reporting straight to Zehr. Chris Green, the vice president of industrial design; Ken Kiraly, the chief technologist of Amazon digital products; and Gloria Whitaker-Daniels, a longtime Apple engineer, are also involved.SEE ALSO: Inside Jeff Bezos' delivery drone dreams: With fake team names, changing leaders and delays, Amazon Prime Air is fighting to finally take off Join the conversation about this story » NOW WATCH: Why you don't see brilliantly blue fireworks
Goldman Sachs has been leaning into consumer banking through its digital bank, Marcus.  While Marcus currently only offers savings accounts and credit products, it's looking to roll out a checking account, too. Marcus' head of product, Adam Dell, is focused on launching AI-driven digital-banking products. "Our goal is to deliver a mobile and web experience that allows the consumer to do anything they would otherwise wish to do around their money," Dell told Business Insider.  Sign up here to receive updates on all things Innovation Inc. Digital banking has, by necessity, taken off amid the coronavirus pandemic.  Startups like Chime have seen record sign ups, and incumbents like JPMorgan Chase and Wells Fargo have been pushing for consumers to get used to banking online. Goldman's digital-only consumer bank, Marcus, is no exception. And while it started with savings and credit products, Marcus is looking to roll out checking accounts and AI-enabled money management tools that will leverage the experience of the 151-year-old bank, Adam Dell, partner and head of product at Marcus, told Business Insider.  "Our goal is to deliver a mobile and web experience that allows the consumer to do anything they would otherwise wish to do around their money," Dell said. Read more: Wells Fargo execs are setting their sights on $10 billion in cost-cuts, putting layoffs and branch closures on the table. Here's how it could play out. Marcus wants to launch a new kind of checking account While consumer banking still represents a small portion of Goldman's business, it's growing and considered a key part of the bank's future plans. Marcus' total consumer deposits increased by $20 billion in the second quarter this year, up to $92 billion. Marcus still has a long way to go, though. JPMorgan Chase reported its deposits topped $1.9 trillion on Tuesday's earnings call. Meanwhile, Bank of America reported in its most recent earnings that deposits had passed the $1.7 trillion mark. Currently, Marcus offers various savings and credit products. Goldman discussed its intentions to build out a checking product for Marcus during its first-ever investor day this year. But Dell says that the bank is determined to build more than just a simple checking account. "This is going to be different than what the market has seen before," Dell said. While Dell declined to offer specific details around what's in store for Marcus checking, he hinted at some of the AI-driven products his team has been working on. "Imagine if there was an AI-powered digital assistant that had all the financial expertise of Goldman Sachs in their brain, and it was, in real time, helping you think about how to optimize your savings account, your checking account, manage your expenses, manage your income, manage your investments," Dell said.  "That's a glimpse into the kinds of digital experiences that we aspire to build, and, in fact, are building now inside Marcus." To be sure, the coronavirus pandemic has shaken consumer banking. While overall deposits are up, banks like JPMorgan Chase and Citi are upping their cash reserves and anticipating a downturn in consumer credit. And with branches shut down, banks have been forced to lean more heavily on digital-banking offerings, with some considering permanent branch closures to cut costs. While Marcus doesn't bear the cost of maintaining brick and mortar branches, it does have to manage consumer credit risk. In the second quarter this year, Goldman set aside over $1.5 billion in loan loss provisions, according to its earnings release. Though consumer loans only accounted for 6% of the firm's lending and debt investing. However, one major advantage Marcus has over incumbents is the fact it doesn't have to manage years of older, legacy technology. The bank has a fresh slate when approaching any new product or feature.   Read more: Goldman Sachs just unveiled hundreds of slides laying out the future of the company. Here are the 10 crucial slides that show how it plans to transform into a bank for everyone. Marcus is betting on a mobile-first approach  Marcus, which launched in 2016, released its long-awaited mobile app earlier this year. And as the bank builds out its product suite, its focus will be on the mobile experience, Dell said. That's in line with the neobank upstarts, most of which offer only app-based banking. "Competitors in the market recognize the power of mobile as a medium for interacting with the customer," he said. Dell was the cofounder and CEO of Clarity Money, a personal finance app that Goldman acquired in 2018. That experience will be put towards building a mobile-first consumer product to drive Marcus' product strategy, he said. Offering more tools to help consumers manage their spending and saving is large part of Marcus' strategy to win over customers, Dell said. For example, Clarity Money's platform will be integrated into Marcus in the coming months. Read more: Digital-only banks like Chime are seeing record signups amid the coronavirus pandemic. Here's how they drive revenue without lending or charging overdraft fees. No-fee banking is central to Marcus' strategy Digital banking is a crowded space. Neobanks like Chime and N26 have grown fast, and incumbents like Chase and Wells Fargo, too, are investing in their digital capabilities. To differentiate from long-standing incumbent banks, Marcus and fintech neobanks are betting that not charging fees will help them win customers. "One of the things that I think that a lot of consumers aren't well aware of is just how much they pay in fees each year," Dell said. "Jamie Dimon said this is the golden age of banking," Dell said. "He says that because he and other incumbent banks are charging consumers fees that are considerable." From minimum deposit to overdraft penalties, big banks like Bank of America and Dimon's JPMorgan Chase charged US consumers over $11 billion in fees in 2019. Instead of charging fees, Marcus makes money on the interest it charges for its credit products. "Our business model is not predicated on fees," Dell said. "Our business model is predicated on net interest margin and we think that's a fair deal for the consumer compared to other businesses that don't have that business model." Read more:  Digital-only banks like Chime are seeing record signups amid the coronavirus pandemic. Here's how they drive revenue without lending or charging overdraft fees. Goldman Sachs just unveiled hundreds of slides laying out the future of the company. Here are the 10 crucial slides that show how it plans to transform into a bank for everyone.SEE ALSO: Goldman Sachs is teaming up with JetBlue to help you book vacation now, and pay later. Here's a look at why it's a growing trend for travelers. SEE ALSO: Digital-only banks like Chime are seeing record signups amid the coronavirus pandemic. Here's how they drive revenue without lending or charging overdraft fees. SEE ALSO: Amazon just entered the small business loan market with Goldman. Here's how the e-commerce giant is building a bank for itself. Join the conversation about this story » NOW WATCH: How waste is dealt with on the world's largest cruise ship
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