Thinking Inside the Box

How to Measure an Organization’s Pulse - Ava Naeini

September 20, 2022 Matt Burns Season 1 Episode 111
Thinking Inside the Box
How to Measure an Organization’s Pulse - Ava Naeini
Show Notes Transcript

In today’s episode, I chat with Ava Naeini, the Founder of Pulse Operations. Ava loves building at scale. She’s currently developing a tool for monitoring and supporting devOps wellness.

Her story is unique, and it’s worth hearing. So is her message regarding burnout. We blended the topics; discussing her entrepreneurship journey, the lessons learned along the way, and their impact on workplaces of today. 

I love featuring founders with a passion for solving real-world problems. And at a time when the allure of ‘hustle’ culture shows no signs of slowing, the development of evidence-based solutions that demonstrate the diminishing returns of over-working can’t come quickly enough.

We had fun. It was such a pleasure connecting with Ava. And I hope you enjoy it.

Ava Naeini

Ava(a:va:) Naeini is a technology evangelist in the area of machine learning, data & distributed systems. Her career started as a software engineer at Salesforce, and she has 12+ years of experience in building technology systems at the core/infrastructure layer in both enterprise and start-up space. She is passionate about people and building tools that help humanity grow and navigate the challenges of tomorrow as technologies scale.

Her latest patented innovation is Pulse which is a monitoring system backed by a machine learning engine to preserve the human race specifically engineers and admins who work on challenging projects like Kafka and Confluent platform. She is also a gifted energy healer and a spiritual coach and has a clinic named Garden of Eve. 

She created a method called subconscious programming which is based on sound, breath and more tools. She has helped 100's of people all over the world with spiritual advice on global platforms like lifereader

She is also a writer and a blogger and has published her first children's book, The New Age Language Definitions here to help with unification, understanding, and communication in the new age children and adults.

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Thinking Inside the Box

Constraints drive innovation. We tackle the most complex issues related to work & culture. And if you enjoy the work we’re doing here, consider giving us a 5-star rating, leaving a comment & subscribing. It ensures you get updated whenever we release new content & really helps amplify our message.

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Matt Burns

Matt Burns is an award-winning executive, social entrepreneur and speaker. He believes in the power of community, simplicity & technology.

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[00:00:00] Guest 1: So the way I see it is that how we can combine our intellectual liabilities. How can we combine our powerful minds on the problems that we're experiencing by being able to first discussing them? Openly share our knowledge openly, and then co-creating solutions on top of them

[00:00:35] Matt: constraints. Drive innovation. Hey everyone. It's Matt here for another episode of thinking inside the box, a show where we discuss complex issues related to work and culture. If you're interested in checking out our other content, you can find us at bento, hr.com and wherever you find your favorite podcasts by searching, thinking inside the box.

And if you enjoy the work we're doing here, consider leaving us a five star rating, a comment and subscribing it ensures you get updated. Whenever we release new content. And really helps amplify our message. In today's episode, I chat with Ava NAI, the founder of pulse operations. Ava loves building at scale, and she's currently developing a tool that monitors and supports devs wellness.

Her story also is really unique and it's one worth hearing in her own words. SOTU is her message regarding corporate wellness. So we blended the topics, discussing her own entrepreneurship journey, the lessons that she learned along the way, and the potential lessons for workplaces of tomorrow. I love featuring founders with a passion for solving real world problems.

And at a time when the allure of hustle culture shows no signs of slowing the development of evidence based solutions that demonstrate diminishing returns of overworking, frankly can't come soon enough. And it was a fun chat. I had a real good time connecting with Ava and I hope you enjoy the conversation.

And now I bring you Ava. NA. Ava. It's lovely to meet you today. I'm looking forward to this conversation for a number of reasons before we get into my long list of questions for you. Um, maybe walk us through your background and experiences and what led you to today? 

[00:02:26] Guest 1: Hi, the name of God, the compassionate nurse.

Hello everybody. My name is I'm a. Take entre working towards building and monitoring test suite with a Mac bio machine learning engine. My carrier started as a quality engineer, Salesforce. I switched to development because I like building stuff and I decided to leave after about seven years to pursue my carrier more independently and doing a little bit of consulting advising.

And in my last last role, I was able to discover market gaps when it comes to. Monitoring and maintenance of distributed systems because these systems are extremely difficult and they can become a burden to maintain and monitor and build on. And that's the reason that I'm, I've been working with pulse, which is a patented technology.

So hopefully I will be able to get data and build the dream that I have. And haven't helped the life of a lot of engineers who are suffering and are struggling under these complicated systems. 

[00:03:25] Matt: When you talk about complicated systems, what are you referring to? 

[00:03:28] Guest 1: Confident platform is, uh, called data in motion.

Their mantra is data in motion is a platform for real time processing, moving data integrations. And these systems usually have a lot of configurations. As well as metrics that they produce as they're running, when we're discussing metrics, things like CPU, memory, Q size measurements that show the health office system.

So when you're running a simple workflow in these systems, you are dealing with at least 40 unknown 40 parameters and managing these parameters, understanding, prioritizing knowing the correctness is extremely difficult. Confident platform is built on Apache Kafka, which is an open source product. Um, open source.

I believe it's a good idea to be able to allow people collaborate on creativity and innovation at the same time, when it comes to knowledge, sometimes open source product that are complicated, like Kafka have a very scattered space. So learning becomes difficult. As a result of it. Uh, you have a lot of companies in finance government in enterprises space that use this technology yet.

Their datas are not interconnected because there's a huge data. Monopoly tech, their knowledge is not interconnected. And on the other side, in the web. The knowledge that in the open source is also very scattered and engineers when they're learning or when they're even seasons have a, have a very difficult time to connect the dots and be able to come up with a cohesive.

Clear cut. Understanding of what is wrong. What is right? Where are the boundaries? So as a result, I feel like posts can be that insight tool, that knowledge manager that allows people to develop insight into monitoring, develop insight into performance testing. So as they're onboarding their systems for integration flows, many times, people like to sync part of the data between.

Different databases that they have many times they like to build notification flows. Then they can use pulse to have the insight as they are building. So they know that they're not gonna bring the production down. They know that their flows is stable. They know they can monitor everything and things are being monitored for them as much as possible passively.

So they can build trust and confidence in the system that they have. And at the moment, Many times companies create these tools, um, one off tools on their own. And again, because the knowledge is not interchange between different spaces and it is scattered. We don't have enough human resources. We don't have enough collaboration and access to data and awareness and understanding to be able to build the tool that has enough perfection to allows us.

Literally asleep at night times is stress free. And because with this is lacking many times there are failures. There is downtime. There is even, I call it black blockage of knowledge because knowledge comes from the fact that we're exchanging information and we're developing understanding. But again, because everything is sort of like not centralized in a place by the vendor.

That's confluent. All these enterprises are suffering and are struggling. So the goal is to lessen the suffering by creating a tool that provides that insight and knowledge, um, for the, for the platform. How do we 

[00:06:44] Matt: get here? So your story around organizations, having disparate data, disparate technologies.

It's 2022 and we've had integrations available to us for what, 15, 20 years now, for most, for most large organizations, if not longer. And you talked about organizations like Salesforce that have proven the power and the, in some cases, genius of just integrating data flows and processes and systems. Why has the, in your opinion.

The majority of organizations struggle to get to that place and get to that, you know, that ecosystem or that architecture that does create that symbiosis you're talking to. And the 

[00:07:23] Guest 1: Salesforce is more like a, um, CRM tool. So it's, I would, I wouldn't consider it necessarily a data company yet. They deal with the massive amount of data.

There isn't a Salesforce is successful as a company when it comes to employee health work, life balance is that they have very good communication. Tools, um, many of your listeners, I'm sure they're family are with Salesforce and Salesforce chatter, which is a product I actually worked on. It got launched during a super bowl that I was supporting.

This tool is very good in terms of providing proper communication. It's very clearly built to and create internal communication within an organization. And during my experience at Salesforce, that was the key of success when I was there. And when I left and I worked at different places, many times I observed patterns.

Flawed patterns and communication. There was either not enough communication or people were overly communicating and the communication wasn't efficient. So using a tool like Salesforce chatter, there allows your internal units to communicate. Despite the fact that Salesforce might be a little bit expensive and it might be hard to implement at times.

It's very important. So I feel like communication is a number one factor in success. And when we are discussing about flaws in terms of like new tech and future of tech and data, the issue is mainly, um, data monopoly, um, tech companies, enterprise, even in finance and governments, that the data is more regulated.

They need to be a little bit more open with sharing their data. Why? Because when they start sharing their data, they would be able to build algorithms, machine learning algorithms, just, um, create structures, understand patterns around this data. And this understanding can lead to more and more feature development that are enhanced, that can be shared.

And unfortunately that mentality in tech is missing. So people are pretty sensitive about sharing their data and that leads to. Basically not understanding what's happening within data patterns. And at the same time, I believe there is, um, unreasonable secrecy. You know, if tech companies start discussing their challenges, when it comes to management integration, data scale, literally a scale, there would be a lot of solutions that will be discovered.

By collaborating. And that is something that is not a possibility. So, and I'm not saying everything should be discussed. Obviously every organization has their own constraint, but there has to be ways and pipelines that can create sort of like a graph structure. Imagine this all these enterprise companies and imagine this graph connected graph, and then these edges are the.

Those and pieces of information that is being shared between them based on the common problems that they're experiencing, what can be the massive impact of creating technology solutions that are the result of common problems that. Different enterprises are experiencing, this is not happening at the moment.

So I feel like if we had a way to at least discuss these things and communicate these things more, we would end up getting into ways that, um, really change the future of tech, which is what we don't have right now. 

[00:10:32] Matt: What are some of the changes that you think need to happen? Are we talking about changes in.

If you will, transparency of information to serve, you know, broader society in ethical context. Are we talking about data? So as to improve the experience of employees in those organizations, I'm curious about your thoughts on what needs to improve in tech? All 

[00:10:52] Guest 1: of them, all of them, many times I had an idea called confluent incubator.

Confluent incubator was an idea about building. With customers, because when you're talking about data and a scale specifically data at a scale, that would be the correct. I would say phrase, the challenge comes into play because at the customer base or at a certain experience in a certain scenario, and let's say you are a provider of a solution, you may not discover that challenge because you haven't simulated that specific flow or that amount of data, or you, you don't have.

You don't have access to the same kind of scenario when you create a paradigm shift and a dynamic of like creating with your customers and really seeing your customers as partners, not just people that are paying you for your services or products, then you would change your, their, your whole mentality change.

Because now you have. This to this, your engineers, your product on the basically vendor side have access to these new problems and new scenarios by enabling them to have access to data. And what's happening on the ground with the customer. And on the other side, if the customers are open to share their challenges openly, then you can cocreate with your engineers and their engineers.

And that's like a SU that's super powerful. That's power of. So the way I see it is that how we can combine our intellectual liabilities. How can we combine our powerful minds on the problems that we're experiencing by being able to first discussing them openly, share our knowledge openly, and then co-creating solutions on top of them.

So the first step maybe would be between a company and their customer. And the second step would be more partnership on data partnership. That's not just based on greed and, and making more money. Really is based on innovation and problem solving together. You know, the language of problem solving together, something that I believe needs to be highlighted more in the type of space to be able to increase solutions together.

And it doesn't companies always tend to do this alone. And I feel like that shouldn't be the case it, and at the end of the day, it comes down to. Data and sharing information. So that, that is, I believe the first pieces of change that needs to happen. And once that gets unlocked, then the dynamic is totally would've start shifting.

And in terms of the change, it would, this is a change that happens maybe at the first, like. Data or like a materialistic level, but it would then lead to behavioral changes and more open-mindedness in the engineering side because, you know, when you're creating with a team of like four, five, an agile setting is one thing.

But when you're working on a project with a customer and there's like, Five 10 people on the other side, everything gets doubled and amplified and you can think of the exponential impact of that amplified basically mental energy of all of these people that are co-creating together. 

[00:13:40] Matt: It's a complex scenario and a lot of different stakeholders.

And I'll throw one more scenario onto the pile. I think organizations in a lot of cases struggle to make sense of the data internally, the, the data they actually possess, I think specifically about people analytics and. How that intersects with business performance. We are clearly now operating within a knowledge based economy and we're working with a knowledge based workforce and that presents some really unique challenges in terms of assessing performance.

And when we talk about assessing firm performance or individual performance or team performance or leadership performance, a lot more of. The perceived value of any of those, you know, intersection points is less tangible than it. Once was. As our workforce has evolved. As technology has evolved, as workforce has become more dispersed those.

Traditional methods of establishing value of having benchmarks or best practices or being overturned in a lot of cases, it, it presents some unique challenges for organizations to make sense of their own circumstances. And I think part of the challenge that I've seen is an inability to understand those circumstances.

And that presents in and of itself, perhaps reluctance to share the information more broadly. Hey everyone, it's Matt here. I hope you're enjoying today's discussion. And before we continue, I want to make you aware of my latest creative project this week at work presented in partnership with my good friend, Chris Rainey of HR leaders.

Each Friday will live stream on LinkedIn at 7:00 AM. Pacific standard. That's 10:00 AM Eastern standard time and 3:00 PM GMT for our European viewers and together bringing the latest trends news on topics, emanating from organizations, everything from culture to technology and the future of work.

Joining is easy. Just follow me on LinkedIn, click the bell at the top right hand side of my profile. And you'll get notified when we go live each week. And whether you do experience the content live or later, if you've been following me for a while, you'll no doubt recognize the fun banter Chris and I have developed over the years and whether it's been podcasts or digital events, we're so excited to again, bring you the topics affecting today's workplaces and their leaders.

and now back to our discussion,

the reality is that in most organizations today, even in a post pandemic world, human resources is viewed as a cost center. Whereas other activities, marketing sales, our profit centers. It's why we have a lot more sophisticated details and data on customers than we do on the employees, in our organizations.

So it's an interesting problem, cause I, I agree with you that there's so much work to be done in terms of transparently sharing information across firms, more broadly to use elements of machine learning and artificial intelligence to help us operate more effectively, operate more soundly. I'm curious for you specifically, if you've given any thought to the intersection around.

Performance and wellness. Cause it's a place that tech often struggles with. It's a culture of people in the office, you know, working 5, 6, 7 days a week, lots of bells and whistles and, and traditionally speaking, uh, lots of, you know, campus type settings that are meant to keep employees working. But wellness really has been something that's been lagging behind the industry.

And I'm curious about your thoughts on that intersection. 

[00:17:13] Guest 1: Thank you so much for saying that I haven't actually thought about the algorithm, algorithmic parts so much. I feel like when it comes to awareness and you, we are specifically, I think discussing when it comes to HR, this is something that I learned toward my career, and it might be very obvious and intuitive to newer generations with the bright minds.

But at the end of the day, what it, what it comes down to is. Is the relationship with your manager, you know? And, uh, when we talk like everything is interconnected, this has to, I'm an energy learner, a coach, we always say everything is energy and everything is interconnected. So when we're, when we're trying to solve technology problems and we are faced with blockages, like data monopoly or transparency, then we end up having leaders and managers that are.

Overwork themselves. They don't have focus. And then they end up underperforming in their roles and not being able to build relationships with their subordinates. And then this is a domino effect that's happening in tech. I believe many times leadership in tech is lacking because voice is suppressed and is not expressed the way not, it needs to be focused.

It's not there the way it needs to be. As a result, we don't have proper. Performance metrics for the people that are young and they're just asserting their carriers. Their voice is not developed as a result. In my last interview, I mentioned many times people in my field, specifically engineers, they struggle.

They're more, their problem solvers. Many times we're introverted. Scientists are not the ones that are usually extroverted because a scientist. Mine prefers silence. As in silence, you can focus more and you can problem solve. So this is the pattern of all of my colleagues and friends in tech. And, uh, as a result, sometimes we are not conditioned to communicate.

We are, we are conditioned to think that we can. Problem solve alone. And especially when you're discussing with men or more independent or more solo. So we end up having a lot of silos. So communication is very important. Communication. Coaching is very important for people in tech leadership. Coaching also is important in a sense that it's more realistic.

I've been in situations that the organization had like leadership coach. Um, and we had HRS. Sort of very involved, but unfortunately there is a whole, I believe corruption with HR and tech and in HR in general, that you mentioned they're considered as a cost. They're not effective because many times they're, they're not doing their job.

They're more like a puppet to management or other people's conspiracies. So if HR. Tech we're more focused on people's health and wellness and career goals. And they would basically manage these managers that are not focused to give them empowerment, to help them build their voice. As a result, they, we would have stronger managers and we would have more growth for people that are managed, being managed by them.

So the cycle is broken in many levels. So HR needs to be more effective. Management needs to be coached by. Coaches that are like basically working directly with human resources. And many times it's better to have like a triangle, the structure, because when you have this structure, people will be more accountable.

You know? So if it's one on one, sometimes things can fall off track. And, but when you have like a triangle, the structure, you have one person that's holding the other party accountable. I feel like that's very important. And for the people that are managing. Sending and they're starting their carrier, their mid carrier.

I would say it is your relationship with your manager is one of the most important relationships that you can have. And sometimes I would say in my career, maybe I have a little bit of avoidance mechanism. Maybe I was shy. I was quiet and, um, I didn't know the importance, but when it comes to every individual growth.

You need support and you to be able to rely on that support system. So try to build that. And if you feel, if you're faced with challenges, building that, I would say, change your role position, and look for a place that you can truly be yourself, express yourself. So your gifts can come to fruitation and you would be able to grow.

And when it comes to measurement, I really believe that's something. Takes time as, and I think it starts with HR and many times, I would say personally, when it came to like measuring my performance or writing my goals, it was not personalized. And when you sort of this question, the, the word that I was hearing constantly was personalized.

Ultimately, we are human beings. We are built of. Blood and flesh and emotions and feelings. We're not robots. Technology is merely a tool. We need to understand that not everything can be, uh, digitalized, an emotion, a person's feelings, personal problems, challenges in life cannot be digitalized. And a manager is someone that should be like a, a chariot should.

Cheer lead and be there for the individual so they can be open and share those challenges, the whatever they're experiencing and help them to get to them without major impacts in success in their carriers. So I think that's, these are the things that are a little bit personalized relationships need to be more developed in tech and that leads communi it's communication, which takes me back to my point that leadership coaching and communication coaching needs to be more effective when it comes to developing tech talent.

I hope that answers your question. It was a long answer. 

[00:22:24] Matt: it is. And it, it touches on so many key points I think are worth exploring further. I agree with your sentiment. I think the model is completely broken and I don't think you find many people who would argue that it's working for them today, other than the individuals that likely don't need the infrastructure that they've built.

It's a situation that we find ourselves where the majority of managers that are supervising employees have no actual training or skills or experience doing. They're learning on the job and learning on the job presents its own unique challenges and your people, employees, coworkers, supervisors have patience up to a certain point and depending on the nature of the learning and depending on the individual leaders, willingness to be humble and show humility and have curiosity around.

There can be, it can be on the job learning. It can be really wonderful and special thing, and it can also be incredibly challenging if there are other factors, you know, intrinsic or extraneous that prevent that person from going through those opportunities. Um, I also think HR is in a really awkward position.

And I'm of course biased. Having been in the profession myself HRS often called into the middle of a conversation that it didn't start and having to try and project some degree of. Unbiased, uh, perspective trying to show some impartiality. And then at the same time, anyone with a basic form of, you know, kind of thought is gonna be looking at it going yeah, but HR is being paid for by the company.

And that puts incentives in HR, essentially. Um, individuals kind of going with the flow as it were. It's the same reason why it's difficult in other, you know, organizational cultural settings, whether it. Different companies or different industries, why there's when there's financial and economic incentives at play.

Sometimes those can be incredibly powerful. And when faced with questions around morality and personalization, and some of the things that we're talking about, which we both agree are so important, the, some of these incentive. Cloud that and put people off course. And I think, you know, as we talk about bringing all this kind of into a, a one big circle is I, I think a starting point for that is empowering leaders with the information that can help them inform their behaviors.

And I think a lot of what passes as management best practice today is scientifically been proven to not. At all, what, in the best interest of the leader, the, the employee, the organization, um, but the rather are pass down traditions or lived experiences that are now being replicated in a new generation or a new employment setting that just don't work.

So I think part of that is to have better information and better awareness and better knowledge around what leadership and management really looks like. And I agree with you, it looks a lot like support and championing and, and, you know, you. Helping people when they're struggling it taking a, sometimes taking the, the consequences or the, the, the heat in situations to insulate your employees so they can grow and learn in a safe place.

It's, there's a whole bunch of things. Leadership is other than just simply signing off on schedules and approving pay increases and checking off formulaic administrative processes. So I think. It's a, it's a function of how do we get the information, whether it's data or otherwise into the hands of the right people.

And then how do we create environments that they feel empowered to grow and learn in that way? Because as I mentioned before, some of these rituals present a very real inertia in almost every corporate setting, but in particular in 

[00:26:01] Guest 1: tech. Yes. Yes. That is very true. And as you were saying, I was remembering things about the chart, some of my personal experiences.

Sean needs to be. And you mentioned it needs to be a safe space, you know, and I did not feel that throughout my career much. And unfortunately, gossip is something that's common sometimes between HR and management and even within the HR units. So imagine you starting your first role and. You wanna know how to ask for how to ask how you are performing, how to ask for promotion or a raise or for likely time off, or just share your heart, share how you're feeling, what your challenge is.

And you need to be able to have that safe space and why not HR, which is equipped with people that are human resources do not in. I guess empower and strengthen that human muscle intake because the human muscle ultimately is the most powerful muscle. And if we can empower that muscle, we would be able to solve a lot of problems.

And unfortunately, I feel like that is truly lacking. So when we're talking about the human resources aspect, so once the human resources start taking. Charge true charge in empowering people, not just being a puppet or, uh, listening to their management, but truly caring for individuals. Then we will start saying change.

I'm pretty sure we'll start being change because whatever we're feeling, a lot of it is commonly shared and. It can be resolved with time. 

[00:27:31] Matt: This is a fascinating topic and it's one that's gonna absolutely be evolving in the days and weeks. And months ahead. I'm curious, what's 

[00:27:37] Guest 1: next for you? Uh, data. I like to talk about my challenge with data, which I briefly talked about when it comes to building posts, we need to have, uh, real metrics data, because simulation is not really favored when it comes to building machine learning models as machine learning models learn patterns.

So when you're discussing patterns, You wanna have real patterns of change on the machine learning model that I'm building? The engine that I'm building, um, is going to predict anomalies and, um, basically, uh, detect them and send signals. And for that we need real incident report. We need real signals from the data and resources, and that is unfortunately missing.

And. I also wanna build, as I mentioned, there are many metrics when it comes to distributed systems and oftentimes these metrics are correlated learning. Those correlations is also important for, and for that we use real data and, um, because pulse is a, the concept we are a little bit past. Con service stage.

We have like a clickable POC, um, but we are still building our reputation. It has been extremely difficult to seek data. So if your audience, uh, is using confident platform or Kaka and they have access to metrics, data with incident report, that's something that I would love to get my hands on and be able to use, um, to continue to actually implement the models.

I think that's very important. For me and growing myself, I'm growing every day as a, as a person. So I'm constantly focused on learning. I like to study a little bit of neuroscience these days. I'm learning more about the space. So I'm learning a little, I'm studying a little bit of chemistry. I feel like everything interconnects and the more you learn about, uh, different areas.

You would be able to bring what your former knowledge to the fields that maybe are lacking that knowledge. And I feel like tech is going, we're going to a digital transformation slowly. So industries like healthcare, I'm personally passionate about health and people given what's happening. And in general, I feel like people are the most important element of every human life.

Um, in carrier people are. People are the key of life. So how can I, um, basically be part of the revolution in tech when it comes to DNA and analysis, genetic sequencing, because, and ultimately we are as unique as our DNAs. So every single person is just one in the world. So when it comes to managing diseases, prescribing medicine, diet, a lot of these are extremely interesting to me and understanding the.

Genetic sequence patterns and mapping between different problems that we have chasing the, um, genetic in the previous, um, in our ancestors, basically the history of genetic changes. I think these can be very, very interesting problems to solve that I like to get into and become a little bit more aware of the time Goding.

[00:30:35] Matt: I'm gonna make sure I link all your details in the comment section of this podcast for folks that want to connect with you. And I would absolutely encourage people to do that. What you're talking about is building a machine that can do some pretty incredible things and that machine needs data. So if there are folks out there that have that information that would like to connect with Ava separately, Again, I'll put all of your details in the podcast, show notes.

Other than that, just thanks so much for a really cool conversation today. It was really great to chat and get to know you. And I'm looking forward to continuing this chat offline. 

[00:31:04] Guest 1: Thank you so much for having me appreciate it. And

[00:31:18] Matt: Ohr is a digital transformation consultancy working at the intersection of strategy. Technology and people operations. We partner with organizations, private equity and venture capital firms to accelerate value creation and identify the organization's highest leverage initiatives. And this can take place in many forms from strategic planning and alignment to technology, procurement, implementation, and integration, along with organizational design process reengineering and change management.

With our proven track record of working with complex high growth organizations, we provide a lens that goes beyond the balance sheet, increasing enterprise readiness, resilience, and value. For more information, check us out@bentohr.com.