IBM Payment
University of Reading Bachelor of Science (BS), Computer Science
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How did you get to where you are today? What is your story? What incidents and experiences shaped your career path?

Summarized By: Jeff Musk on Mon Oct 12 2020
okay, I b m I also write for forms dot com is a contributor. I've seen about 20 years in the industry off consulting My path was actually from a technology background. I started off the dot com boom where I was a coda for some of the first generation commerce common folks. Uh, but then when you start up and then join the extension from Accenture, I wanted Deloitte, and then from always went to a number of organizations finally ending up here in a GM. So my path is very being very much controlled path. But also, the journey I've taken is from the technology coding snide through to the business strategy on then really on the division of that between the digital side of things and then also the business side of things, too. So that's how I'm now spending business strategy. Technology strategy on my expertise is broadly around financial services, and that's something that I have specialized in over time, first of doing for services about 15 years ago. And then from there I have selectively choosing projects that would allow me to do more financial services root for leadership in the project, and that has allowed me to move specifically in the payment space for today

What responsibilities and decisions does one handle in a job like yours? What are the top three priorities? What are weekly work hours like?

Summarized By: Jeff Musk on Mon Oct 12 2020
much of the number of metrics. The first metric is how much we have sold. Second is whether we are billable or not. Are we billing hours to our clients? So these are the two main ways that we are judges, mother peripheral ones, such as our ability to help contribute to the organization as well. So that's what we're judged on. Uh, depending on your level, you're you have certain targets against them. Larger amounts are less less amount in terms of their targets. So the day today my role involves a mixture of sales and delivery. So my primary priorities with my clients so in my role, I'm a director of a number off projects number of teams. So what I'll be doing is the start of the week is suddenly agenda, making sure that we set for the week intending to liberals. And those workshops have clients usually be a steering committee with clients where we will update them on progress on give him a view issues risks Carney on that project on, Then what? I'll do it. I'll drive into various sessions with either my team, my team and client. They gave through design sessions for example, strategy sessions a prior to covert and a lot of us would be done in person. Andi. I would commute Monday to Thursday, spending time all over the Midwest uh, us usually flying in When I was working in Midwest, I would get my desk 10 a.m. Local time, having left at 4 a.m. from the East Coast s. So that was kind of the general over way that my day tends to be structured. That's kind of on the charge of which is the prime place inside on the other side, on the sales side that there is usually a couple of opportunities to that. There is a pretty good way can say opportunity specific directed, more generalized couple for work. So to give you an example of that are welcome payment. So or maybe looking from payment providers may be doing leadership from writing a white paper or for support leadership might be losing confidence. People attending conferences or even doing from sales strategy of existing clients were working on a A looking to expand our capabilities as well. And then secondly, there is more direct top of sales in these more direct federal activities that tends to be more what we want. Responses to bits to clients. Uh, specifically, that would be answering a request for proposals where were coming out of pricing story capabilities are gonna start on that they tend to be a time pressure activities that have to go both from internal sort of control. Aziz well as being released declines as well.

What are major challenges and pain points in a job like yours? What approaches are effective in overcoming them? Discussing examples will help students learn better.

Summarized By: Jeff Musk on Mon Oct 12 2020
so consulting is is not for everyone. Uh, there's a lot of variety in consulting that some people thrive on on others do not feel comfortable. So to give you example, I've helped Kellogg's merged with Pringles and Battle Creek, Michigan. Have a little company, uh, technology organizations start technology organizations. I've helped in large e commerce provider work out whether they should get into angry, very, very diverse pieces. When all of these things engagement, you're starting off no potentially less than your crime, but by the But you have to actually need your clients with process. You know, the reasons that the client thank you is that you will know more about them in a certain area. One of the things you both party is problem solving the place to put together and tell a story that's absolutely kill you and tell a story. What I mean is that the city executive you have a short amount of time and executives have a little bit about maximum limits to deliver a message to. How do you tell the story about a complex transformation back with a business? Kate, In a way, that client is able to buy your recommendation. So that's very important. Is that clear communication consulting perspective? Another kind of clear part is the ability to bridge between business domain and the technology to make, so the ability to go deep on clients business models. But then also, we have to talk about technology and relate that technology back, uh, even within consulting the people of good business, deep technology collaborations, the people that span across that so part of being a consultant, working out where I'm most comfortable in those businesses across is individual. How deep do I wanna go? You know what kind of role in a play on those kinds of things, So that could be challenging. Uh, itself is a politics that tend to exist, especially large companies. I mean, when I look at consultancy is it's a job, the threat of the job club that happens to have a logo on the door. But once you're in that, you have to make him into yourself, established what's important about your personal brand, and then go and source were on the line. This album, people like you would do any kind of situation when you're trying to get a job, so I think that's what it was. Very different. Constant hustle where you are trying to find ways of demonstrating value. A section like IBM. What, 200,000 people. There's a lot of people that could do what you're doing with the point of niche. You can end up building, you know, a toehold for yourself, but also was important to understand that the people within your network as well. Networking is incredibly important because these the people, particularly in times of panic, not physically present, who were going to help you look for work together using those opportunities. I may also have you in mind when I have assurances delivering them as well. It was like some of the the challenge of

What tools (software programs, frameworks, models, algorithms, languages) are typically used in a role like yours?

Summarized By: Jeff Musk on Mon Oct 12 2020
just quite a broad area consulting. But if we look at it from the domain perspective into strategy and technology from the strategy perspective, you know, we've used could have forces type of frame works, used blue Ocean strategy, ways that helps you think about the client wants situation you're trying to solve within storytelling, which is the ability, then conveyor point there a number of frameworks that you can use a specifically around them. You could consider Ted Books. There are some very good talks around explaining how to tell that story. They're part of the matter is tell them what you gonna tell them? Tell them. Told them what you told them, which sounds like a very simple one. There's one that's very effective because it really helps encapsulate you talk about. So we do a lot of that from a communications perspective on the technology side way. Think about bridging business technology. There is this term enterprise architectures, which is about relating whole other businesses. Drivers all over technologies in one framework, um, tools such as graph is a popular friend of doing that. And then when you're talking about the actually held architecture itself, technology architectures uh, there are happenings around architectures which are used quite frequently. For example, one energy, probably A. It is an event driven architectures which is popular in terms of designing systems which are responsive to events that happened external to the system. A supposed todo over world, a bit more backs driven a bit more than a proactive internally a.

What are the job titles of people who someone in your role routinely works with, within and outside of the organization? What approaches are effective in working with them?

Summarized By: Jeff Musk on Mon Oct 12 2020
so that tends to be for me. The coin and the client would come in a number of different shapes and sizes. You can have your executive sponsor. So ultimately, the work that I do tends to land on the desk off the board. You know, there's a large bank like JPMorgan that may be a regional board, which is the board of the Americas. Um, because the small organization may actually believe the full board of the company. So at the top of the house, you always thinking about the executive stakeholder that you may not even be reported. Um, what country do some things you there, then below is even the buyer. Sometimes we talk directly to the to the C suite. Other times is a buyer underneath. On that buyer is interfacing between a team that they tend to have a with us on. We're integrating things well. We tend to go in, uh, more or less in that kind of role. That director, that person tends to the project, or they could be angling between $10,000,100 million. Uh, one thing one being have to be. Oh, and being making changes. The oh uh, this issue number. Now, within that, um, that's that person needs to have a quick story about why to do something. How it's gonna change technology operating a what? Teams are involved with millions involved with pro phone like Like how you gonna be a return on investment. Below that, you tend to have a team that are doing the work. So they're the ones with the tribal knowledge about the organization, mostly from a technology approaching this perspective. And the people you talked to there are gonna be very detailed, very in the weeds. We have a lot of the important information, quite a lot of jobs. That translation you can imagine you're going all the way from the from the person down, who knows the fields in the system. You know, the ins and outs of specific operation branches with nature all the way up to the C suite, you could filter that message up so you don't lose the essence of that information propelling relevant. But it's also sellable to the top of the house where you defend yourself. So some of the approaches that uses a consulting nature is putting yourself in the shoes of each of these people with not so my direct relationship with testicular. I'm thinking, Hey, has to then take this exact and that exactly have three minutes is committed to make that page. So it's really Tonto flew a cycle. Where way find that message. The point is absolutely crisp, but then usually backed with 200 pages of appendices that they could pull out, has more detailed information supports that, but also allows with plan for the next people down.

How would you describe your management style? How has it evolved over the years? Can you tell about experiences or books that influenced your management style?

Summarized By: Jeff Musk on Mon Oct 12 2020
you know, suddenly in in consulting you go from hands on on the deliverables or in Excel spreadsheet, um, Thio eventually hands off, and some people never quite put things off people on, but can be annoying for those that have actually deliver the deliverables because you can't come in last minute. Others are far too. Hands off will only have a review and comment. Never get a. I think it's where I've got to my career. I'm I'm still hands on. But you know, I hope that my hands on style is where it needs to be rather than wrestling control of something in the last minute. So if you think about strategy consulting in particular, it's a difficult skill toe learn because it's all these things tend to understand it. When you see that you know it is not like while there are frameworks you could go through, there are ways of telling a story. There is a way of representing data that when you've done a number of different engagements, really start to understand you can always a bit like the story told Charlotte Charles. You know, if that telling the overall kind of overlay details today Andi. For people who have necessarily gone from strategy before, it's very difficult to tell and show people do it. So I have this right now on a client with very, very smart team have not necessarily won three strategy projects. Um, American situation. You have to be a little bit more hands on because you can't. You can't. You can't describe an elephant. You another student, right? Nothing to say. They had a long, though, for legs. And people do that very different than, uh, implications of that. So I think that I think is important. I do like to give people a little bit of an example on that. Let them great something around, you know, consume example. Um, you know, some people sometimes I can see people are crossing so sometimes that I could get it. Let me dio checking on, you know? Hey, just learning how it's going. Have a thought, similar funding over there. You may want to look at it. You may not, or I'll ask specific questions that any sort of thing you thinking about the right way would be able to do an honest. So it was a really other important things about delegation is thinking about one of the importance tasks. Critically noncritical. Giving someone a bit of work to hang themselves on, so to speak, is fine on something that's not urgent plans livable, which is incredible. Now what I like to do is like Fort Leadership. What leadership is important for this noncritical. You know, I like to collect people, uh, different leadership who tend together the construction, you know, which is white out the framework of the story. Do it in three sentences and over 10 sentences. Then I have to go your outline, build it out, and then do that you feel about tell them, send them a few. A few examples in many cases come back on. They have absorbed having said it correctly. So then you know a lot of time to rip it all out and start again. They have the right content too much. So here's a good example of where you can let people work to their own devices, see how they learn, and they and then use that as a good way. So there's a good example of the way you can apply monitoring style and give people a little bit of freedom. Uh huh.

How do you manage conflicts within and across teams? How do you promote trust, openness and a healthy work culture? Sharing stories will greatly help.

Summarized By: Jeff Musk on Mon Oct 12 2020
uh, there's lots of different types off conflict. I mean, ultimately, it's because people is interesting for their line or their instinct devised in a different way. This is particularly prevalent in large organizations. I've worked for a lot of organizations that have software and sale software and services arm So people on software, Um, software is a very different type of mobile software. You spent a lot of money writing this thing, and then you go on and you get and keep clients on bond Beyond two is the software. It's the only answer that could possibly exist. Sometimes it customized with mainly the answer eso. The client is a choice by or not, margins on software. It could be anything between 40% to 100% 90% percent African a few years incredibly profitable. But there's risk up front. Soft services is purely based on bodies hurting up to work smart. They are like they are how well they deal with people ambiguity, and they have low margin typical industry. Uh, people present very different. So you have there like an inherent conflict. You have services and software, you know, the people have always thought people the service business have always had to get the minds into the client, work out what the client really wants to back themselves, what the client needs. Service software, People tend to say, Here's the solution. You call me please, very different mindset. If I work for an organization that was the biggest, largest contact in the world and we put these two people together, there was constant conflicts. This software, people just want to go in, get paid a service. People didn't a blending together. The reason I mention that is that there's also a difference. Sensible, the software people prayed in the seedy Ron goes into the slot in the press, in store the services people get paid on a two year basis slowly every month, done so any time there is any kind of Beijing Quiet involved, both parts software. People was gonna push the services people away because they want their money now follow possible. So the reason I tell this story is there's two different centuries, you know the client may actually want both things. That's what's best for the client. But there's always been this inherent conflict, so it's very important to take a step back and say, Look, let's address the problem that is different incentives, Most parties. Let's also think about the long term objective. Client is not going to buy any of this. And last we were together. So I think that's that's kind of quite a good technique uses that Just because we're in conflict doesn't mean we hate together we have any lasting way. We're just differently wide because here we are, Uh, and also some of the influences. E. I think you could focus on the end goal realized they things actually exist and then try and find that center ground. That's helpful. Ultimately, you know, in some cases, you know, I use this very flippantly quite frequently. I often put my hand up. This is far above paint. What this means is we're not going to solve this. What heads trying. Thio, Get out! This has to be moved up this pyramid, but people talk. We're getting incentivized at a higher level who come together on realize that this is something that needs to be solved. I had a high level of the organization

How can one get better recognition of work from one's boss and higher management? What mistakes should one avoid? Stories or examples will be quite helpful.

Summarized By: Jeff Musk on Mon Oct 12 2020
I think it's way Did this kind of term bosses, I think kind of interesting. I mean, consulting in particular. I was counting. Actually, today I think I have. I have probably 10 people. I could count a semi bosses and have some kind of reporting line. Where do they compensated? For? It is particularly prevalent organization like IBM, where you have what's called a matrix organization, where you have a A capability running this way to payments, consulting something like that. And then you also have domains as well run down here global local payment, banking, things like that. So when we overlay them, this is not actually a model like that. It's actually a model that has a multifaceted knowledge. So I think what's important is that you have to recognize who really is your boss, Um, and also within that there's good Cem Cem Cem harder and softer kind of lines. Um, a lot of time people have a certain amount of mouth. Feed is a time I like to use. What I mean by that and consulting is that partners tend to bring in the work partners, then have a team that they have that they support in doing the work with sales on the delivery. If the party does well, the pyramid opens up people complete underneath badly insurance. Um, you look at that dynamic and you have to see how many miles of being fed by that particular person on. Then. Make a calculation in terms off, whether you want your ex apartment or whether it's worth finding someone else and then dynamics to that. If someone actually has a small pyramid, there is a growing part of the organization. Then it may make sense to attach yourself that particular person. Now, you can also make multiple bets simultaneously on. Then, as things develop your mind, you could, you could you could have reached out on organization, particularly damages very large, which is very remote before the pandemic. Networking. Incredibly important. It's very trite, glib, used working. Uh, it doesn't mean going miss authority going out A. That's important, but it is keeping yourself remembered in your eyes with colleagues and bosses back, Um, e I host a bi weekly payment from power core off which 30 people show up to where we share knowledge about the practice. Uh, that reminds people who I am two weeks. You know, we also have some panels we owe you our four dot com e think keeping in people's mind that who you are using reminding them when they have work working on Well, it's a good thio continuing that going is important. I think the other part of recognition is remember is making sure Well, like your boss and people reporting no working fields, what with a larger theme was actually your stuff. You know, something that could be difficult in a larger team Because you wanna go out tales out of school? Hey, you know that was mine. You know, if you have reporting relationship difficult e think a lot of it can be very open Will be, Oh, saying this is what I want to get thio things I wanna try and thio

What indicators are used to track performance in a job like yours? Think of the indicators such as key performance indicators (KPIs), objectives & key results (OKRs), or so on.

Summarized By: Jeff Musk on Mon Oct 12 2020
so I mean, it's interesting you mention okay, are But this has been a newer style of off measurements that Teoh it's very telling because the last the last two or three companies I've worked for attempting to introduce three hours instead of pope yards. So the way to think about it is KP is just hard numbers. Um, have you hit $10 million a sale? Have you hit a credibility target off over 65%? There is a typical KP ice, my industry, the problem that can end up rewarding behavior. Someone could neglect of our client work because, well, he sales one is more important. Or they could just missed out by 1% of something that fails one, because they've been trying to do something more engagement, just moving. So that is always on the KP Isis in reward bad behavior, particularly if you're on a roll, we are adding value. Thio in the company a lot of times bargaining situation where people value your input, particularly many bosses they may not necessarily, when it comes to the typical roundtable processed, put their head up their head up a powerful say yes when my guy who did this for me? Recognizing for this should be rewarded. Sometimes they talk for a moment, and if you know more number is below certain portal. Then it's a lot harder, so I wouldn't know how important numbers are going to do. And how you doing a lot more for gotten or they're gonna be hard, fast. We'll take other things into consideration a little bit softer and looser, I think. Okay, are there interesting? Because that's what couples doing time with O P eyes because those kprc tender incentivize not model line a bit, and they try to very clearly a suggest work out what overall objectives are a key results should be that gives them on a mixture off specific numbers. But they're also more broad terms demonstrate how you try to because you know it doesn't turn into a number at the end. So, for example, we could have want satisfaction. You talk. Who delivered Thio Practice interview leadership. These things at the moment of the novel has countered, but not necessarily with your your black and white complaining that it

What skills and qualities do you look for while hiring? What kind of questions do you typically ask from candidates?

Summarized By: Jeff Musk on Mon Oct 12 2020
certainly in consulting you wanna have a balance between a number of different components. One of them is consulting skills. Consulting skills can't necessarily be towards. They learned on the job their experience way. Have a saying, which is the music and dance of consulting, which is the dance that you do with your clients with your teammates, which is a subtle way that you could have orchestrated yourself. You represent yourself. You work together in a way which is very much coordinated with your clients and your team, which reflects a certain energy what you're trying to do. And that's something that's very difficult to teach. I think you could teach kind of wrote consulting in some kind of way, but it's hard to doing things, so it's really an experience higher. We look for consulting capabilities. We also. So this is more true for the financial services consulting company. A. Capito is. They used to look for 50 50 consulting on financial services background, so there's no good just to consulting. You actually need to be able to have a subject matter what it is about aspect of conducting that becomes more important as you work your way up the pyramid because you have to speak with gravitas, uh, acumen to people who want to put some time in the time in the industry. No, there no industry knows where they are over training industry as well. Now I have seen people with that mix off and some of being very good. I've met someone who is very little. So my experience consultant it so good you could facilitate the arts round of a client on the clients and even noticed a difference. Conversely, you know, I've seen very good people with people connected services alright and could well have also seen people who really suffer when they have two main knowledge. They don't have consulting where they don't really understand that you can't just fire information about the topic to the client. Do you actually have to work that information? Three questions. Tokens have been listening a lot and say, actually, quite little listen this time, people who don't actually understand what they believe construct delivered a process to go through. How you actually iterated with a client? You know, some of the software interpersonal skills, you know, a lot of levels is almost like dating first you first. Let's you may be a little bit unsure about They don't know what trust you attracted by the idea of working with you, but they don't necessarily know how you keep on the stress. We don't know what they're gonna run them over by the bus in front of the books that were being used In order to climb a lot of things like that, we have to build trust, help the client know that supported a that. So that's kind of almost integrity. Transparency That is very important for a You can get your partner. Good sign still up.

Can you discuss career accomplishment(s) that you feel good about? Please discuss the problem context, your solution, and the impact you made.

Summarized By: Jeff Musk on Mon Oct 12 2020
Oh, I am trying to think about this something. One of the good ones was with a large broker dealer bank on the west coast of the US It is well known. Um, this is a client. The interim words hate consultant on many, Many clients hate consultant because about a bad experience in the past. Um, because I haven't had enough symptomatic expertise. They feel elected to a lot of times. You answer direction resides with clients itself, and it's about pulling it out of exposing it. So in this particular example, um, client hates consultants, but they're using them because they kind of need help. This consultancy is attached or locked. When we took that products before, they don't particularly the product or the people running the products. They don't like the software people because the software people give them what? So where people think one in this case, they got us in this way. We don't really know how we got a lot of questions. We don't know the car through that, you know, software that the big office physically with me. So we we took the current on this, um, on this journey where you know, we said, Look, here's some things that you're gonna need to You need to know. It looks like a type of people by this, we're gonna treat peace doing. You have different branches of people, just scales a wall on. You're gonna have to think about how people use this distance with flames. A little bit of text stuff off here on the side, just taking detailed. And then you think about all these things. Package. Uh, you could tell the story of what you're gonna do This. How much is the cost? What the change is gonna be to make sure that all of the stakeholders, uh, in agreement to do this Well, Onda, we take this to the individual for that reference on. By the end, she said I never liked consultants. This experience was incredibly good. I knew exactly what it was. In the process, you may be forced to yours Answer my questions of integrity. You have me think about things. Um, pageant of you. Listen to me. You pulled out the first my team in a collaborative independently the best life. And what's more, we surprised and delighted me with things. I wasn't expecting you want contracted with to give an example. We created a video for them that walking through a day in the life of one of the clients most of the actual just gave us within the last day. We've been charging for this. This is something you could probably use help sell the next phase of the project. I think they're going back to the release point about, you know, smooth clients putting yourself in the seat of your clients and think about not just what we're asking you, but what do they need to do? Their job is incredibly important. Video is a good example.

What responsibilities and decisions do you handle? What are the top three priorities and pain points? What strategies are effective in dealing with challenges?

Based on experience at: Chief Executive Officer, Park Avenue Fintech Advisors LLC
Summarized By: Jeff Musk on Mon Oct 12 2020
the kind of decisions I make, uh, whether to pursue, uh, sales pursuits. So the client that come to us a Z I have done the past and said, We want thio insurance around X y and Z payments. Um e have to make a determination as to whether we are the best place to when the work value to give the target usually bto 3000 person country, but often times a day. Sometimes they're people. They're better, Better position. I have to make decisions on hiring a bear in mind that you know, the cost of hiring and firing or having people leave is very expensive. It costs someone at least a third of their salary and costs. Hire them in the morning on. That's not including the disruption caused as well. And a speedy used team, etcetera. So that's a really critical thing, particularly the which is a We're also going to think about how to grow the practice itself. What do we wanna be? What? You wanna be a payment? Do you wanna be famous for? Do you want a partner with when we want to invest millions of dollars in terms of growing in capability So in terms of some of these those priorities and pain points, this is the priority. It's hiring its's sales. It's growing in capability and is also making sure that clients are happy with the delivery we do. So I have accountability for the sold work that is being delivered. So in terms of the strategies, um, you have to maintain the multiple authorities in your mind. Civil Taoism. Andi got finite amount of time, and then you have all the ancillary stuff bombarding you every day. Then we need a view off sales pipeline for this reporting way. Need given update to the Strategic Priorities Initiative. Want to know how you're protecting on this? You do training courses, you know we need to do so there's all of these other pieces. That part of my position is about having that filter where you can actually put a lot of these pieces directed down to others who could help you build out this team that can help empower you to do these things, but then delegate the right thing. So I got a fantastic team across the sales delivery organization and given that change a point worth, know that you can trust me to execute. Very important people have different ways of doing that. We need to get comfortable with the people that because anymore what good looks like? Excellent. You e Even after a while, they'll be able to see pockets. You know, we need to call back this client. It looks a little bit like the one we did for that, uh, a medication over time, that second review with you rather than second booth process. So I think that's that's kind of a good mechanism that I mean, hiring this difficult. You know, I think hiring you always gonna make sure that you have this instead of questions. You asking in terms of what we meant to do in the last last last role. How would you do it? We're trying to have a successful way. Great framework for the framer. Um, I have to say I think you know whether someone who is going to be the right foot at a certain level, we almost know instinctively, by the way, the whole themselves as well. I think that that's something that comes through a tool box so that instantly get off. Well, have you done this really 2021 years

What college programs did you attend and what were their best parts? How did each of your college programs prepare you for your career?

Summarized By: Jeff Musk on Mon Oct 12 2020
So I did applied a computer science, Aziz. Well, as a managing concentration. My degree. Um, you know, a lot of it was theoretical. There was some hands on coding when I use the hands on holding pretty much abdicate my first few jobs. Um, I thought the management people very useful. Let me told me about things like swat analysis where you could process cos they taught me how to take information and some wise in the way a swell. Um, I mean, if I was to look back, I think probably the best thing that could college really did was help make it if we understand deadlines approaching work being organized, I actually took a year out between my 3rd and 4th year where I did a year of industry. I have to say, that was very effective for me because I just told me some fundamentals off approaching work, you know, preparing for meetings, being on times fundamentals being organized. Um, listen to what people want dealing with issues, things of that kind of nature. Um, so you know, I think if you get practical work experience in a month, you know your college experience that is incredibly valuable

What three life lessons have you learned over your career? If any, please also discuss your experiences facing adversity, or trying something unusual.

Summarized By: Jeff Musk on Mon Oct 12 2020
I think there's an interesting question in terms of sort of life lessons. Um, I think that networking one is very important. I really can't remember other emphasize that. And I think, you know, networking is best when it really is natural. It sounds quite a trite phrase that many people have said. I like, get that. But you know, you can. You could catch up with people, have a great friend of discussion asked about their dog and their kids and things like that. And then also talk about work, too, you know, on do you know have a conversation that you know, has an undertone off? Hey, I wanna cut sharp to see if there's something to sell to you. Welcome in sales. Ultimately, if done right, should not be never. Hey, how you doing? How's your job turning out? You know, I was a new world telling Oh, Ben, you know, it's great. You know it z interesting. I just don't have enough. People are really struggling with this problem, you know? Sometimes that conversation um, you know that that is a promise. A sale, But it could be a sale that could be over a number of years. Um, it could be a serial where, you know, initially bouncing ideas off. Well, you know, I b m we had a similar problem. You know? He's how we've been thinking about it. Great. Thanks. Maybe you don't hear them for them again for six months a year. That pop up again? You might You might see something linked in from time. Love me. Love to see you. That here. What's up on your your banking points in that that one day it happened when they actually need something and they say Then you'll always be my brain e I Actually, I do have some budget to actually do this forward now. And the first person, I think because you always there e I think that's important from networking. Done right. There is not an effort just catching up with people. And that could be as easy as just liking things on social attention. Preferably remember, you know, praise people when they're writing art school. You know, when When they say Well, we just had a great delivery. A, uh share our schools that are interesting. I think the other pieces a leadership is very a and don't feel that you have to necessarily be an absolute expert in the field, you know, um, get something out there. So I didn't have to like the forms dot com. You can write a medium. You have to have 30,000 views on your move. You can have 20. Well, what's important is you are consistently doing this. You know what you're finding is is that consistently doing this? You're starting to build up. Records are gonna get better at writing. First article will be terribly. You writing is very difficult to be a problem, because wondering what Iwas wouldn't really think about something that made glass over you really understand it. But we're speaking. It's fine. You talk about it, you know, when you're writing, you have to get accuracy. You have to have a thought into more important more so that thought leadership will force you into a way of communicating very, um, very clear. I mean, it's gonna make you crisp on the knowledge that you're communicating, And then that thought leadership is going to the results in, uh, that sales processes people see the leader Macon lead on to the third point. Third point is that learning is an important thing, a proactive learning. I'm not talking about necessarily skills, master share or things of that nature, but just intellectual curiosity, you know, payments. I'm always looking at anything that's coming out in the news at Google Alert. Set up, read things. They keep things that only tangentially related. You know the other day what's happening in the Kingdom of Saudi Arabia? Payments and digital wallets lobby every relevant for US job. Maybe, who knows? But it's your good part of growing that body of evidence and become an expert said it was important to have a thanks.

What starting job (after internship) would you recommend to students who hope to grow professionally like you? What other parting advice, dos, and don'ts would you give?

Summarized By: Jeff Musk on Mon Oct 12 2020
I think that's kind of interesting and so far is consulting or a number of way you could go into industry. Or you could go directly into consulting. And these have pros in Congress going into consulting eyes. Good, because you start learning early on about how Thio consulting. The problem with that is that you are consulting with a low inherent tribal knowledge off the industry that you consulting for. You know you're going into clients and you know you might be teaching them do something around supply chain you're not going to know much about. Consulting is applied to a topic. So one of the advantages of going in the industry is that you learn how things work on what's broken when you come into consulting side. Then you could say, I know problems in the industry tools help, sort of. So I think that's quite an important thing to think about. I think it's also important to think about, you know, internships in terms of positioning. You wanna make sure it's an internship where you are truly learning rather than one where they're kind of taking advantage. Idea is a great friendship hire scheme that we proactively have people shadowed in accounts. So during that process we are ensuring that people are participating in learning about how to go to liberals, listening clients, hearing how we're talking, two calls on absorbing it. Um, so I think that's very important. I think it's important to ensure that you do have a good brand name or a company that's well known in that space as well. On, you know, have a viewers to go the way you want to be in five or 10 years. Time e. Think of how that organization probably the narrative that could be a beauty company, a consulting where I know there are many ALS available and few people necessarily to stop those loans to companies Will gives me the apple right now. You might say, I want to do a tier one large companies that have my resume on and one of you what many jobs do you not know? Get experience because you don't have people you know, while they have a skill set, get a So those are some of the trade offs that you so