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Georgia Technology Summit 2025: Larry Williams with Technology Association of Georgia

April 24, 2025 by angishields

ABR-Larry-Williams-Feature
Atlanta Business Radio
Georgia Technology Summit 2025: Larry Williams with Technology Association of Georgia
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Georgia Technology Summit brings together 1000+ Georgia-focused technologists to network, learn, and engage with the latest trends in Georgia innovation. This year’s summit was held at the Woodruff Arts Center, a stunning and iconic cultural landmark located in the heart of Midtown Atlanta.

Larry-WilliamsLarry K. Williams has served as President and Chief Executive Officer of The Technology Association of Georgia (TAG) for almost a decade.

He also leads the TAG Education Collaborative (TAG-Ed) benefiting workforce development across Georgia, and the National Technology Security Coalition (NTSC).

A lifelong leader in economic development, Mr. Williams has worked across the U.S. in policy, programming, finance, government affairs, and international relations.

Williams is a founding member of Fintech Atlanta, and Venture Atlanta, plus serves as a member and supporter of the Metro Atlanta Chamber, Georgia Chamber, Atlanta CIOs Advisory Council, the Partnership for Inclusive Innovation, and the Atlanta Rotary Club.

Connect with Larry on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Georgia Technology Summit 2025 at the Woodruff Arts Center. This is Business RadioX. And now here’s your host.

Lee Kantor: Lee Kantor here broadcasting live from Georgia Technology Summit 2025. So excited to be talking to my next guest, Larry Williams with TAG. Larry, How are you doing?

Larry Williams: Doing great. Lee. How are you?

Lee Kantor: I am doing great.

Larry Williams: Delighted to have you back here again this year as.

Lee Kantor: Well, interviewing so many interesting people. Uh, tell us about the summit. Tell us about your vision for the summit and how it’s going today.

Larry Williams: Gosh, Lee, there’s so much going on here, but I’ll highlight a couple things. One, the summit this year is really focused on a new reality. It’s about AI and the quantum verse. So everyone’s talking about AI. What are the real opportunities that we can have here? Um, but we also have to be looking over the next horizon. And that’s quantum. It’s coming faster than most people think, but it’s going to be the next major disruptor as we really start to get, uh, get AI on the tracks. The thing that I’m really, really proud of and I’m interested in is we’ve got people that are really taking AI and creating commercial and business opportunities and applying it in the real world. There’s so much that we often hear it’s more about the theory or the fear around it, but these are people that have actually taken this wonderful tool that is going to be a major catalyst and a major disruptor for what we do. Um, probably the most transformational technology of our lifetime. And they’re actually putting real world applications, uh, uh, in place for it. For example, Brett Taylor was a keynote this morning. We did a great fireside chat with him. Bret Taylor is, um, he’s the chairman of OpenAI. So if you think ChatGPT, that’s what they do. Um, he is the guy who was thinking about Google Maps back in Google back when it was just creating, when we just called it, you know, machine learning and sort of the infancy of what is now AI. He’s the guy who created the thumbs up. He’s the former co-CEO of Salesforce. He was the former, uh, chair of Salesforce. This guy’s the real deal. And now he’s running a company called Sierra AI, which is focused on customer service and language and, you know, real language modeling. So these are the types of people that are taking these great technologies, bringing it down to the street. How do we improve people’s lives? How do we improve productivity and creating great opportunities out of it? Super thrilled about that.

Lee Kantor: So when you’re, uh, obviously as the leader of Tag and you’re having conversations with people, I’m sure, all over the globe when it comes to the latest technology. You mentioned AI. You mentioned quantum. How do you take kind of all of these things that are at the bleeding edge and then create a path for people here in Atlanta through tag to at least get their feet wet or immerse themselves or get the knowledge they need in order to deliver that back, like you said to their customers.

Larry Williams: So one of the, you know, part of the heart of Tag is connections. So a lot of it is making sure that we’re getting people connected. And so that they can learn that they can share, they can inspire each other about what these particular opportunities are. You know, Lee, I’ve always felt like business will find a way. If there’s an opportunity out there, you get the right people connected and in the right room together and they’ll, they’ll they’ll figure out the rest. Um, but as we think about bringing people together in a relative way, it’s, it’s getting them thinking about how how can we do something? What can we do to collaborate, to actually build the next generation of ingenuity? And that’s what what happens here. The other thing, and, Lee, I think you’ve heard me say this before. One thing about Atlanta and Georgia throughout the state is that we really are a group of people that think about what are the real applications for something. I’ll say that Georgia is where technology meets the real world. It’s not always the, you know, shiniest new gadget or the coolest new social app or the biggest trend. But we’ve got people that are building businesses, creating opportunities that drive revenue more than anywhere else in the world. That’s what happens here. And so I think as you see it, um, the companies that are here, the innovations that come out of here, whether it be through our universities like Georgia Tech or the entrepreneurs, uh, the people that are thinking about next generation of, uh, innovation. That’s what’s happening here. People are building real businesses.

Lee Kantor: So walk us through what happens. Like you hear about I. You hear about quantum, you hear that things are happening. These are the next big things. How do you take those concepts and actually integrate it into tag, so that there are a pathway for businesses to connect and turn into the community that you want them to. So business can find a way in those areas. Uh, you know, it’s one thing business can find a way, but they have to be in the right pond to find that way. And tag is the right pond in a lot of places. But how do you put them in, uh, relationships? And how do you give them the information they need so they can say, okay, quantum is next. That is real. If Larry says that I should be paying attention, I should be paying attention. And who should I meet? And how do you kind of facilitate that? How does it go from your head into the real world?

Larry Williams: You know, it’s it’s interesting because it’s there’s a lot of layers to what you just put out there. Um, and especially when we think about something like AI that really it’s, uh, a lot of people that are implementing things today are pioneers. And so we’re learning. And so what I’m learning here today, and this is a lot about what this conference is, um, when I was thinking about quantum, you know, and I really AI is the first opportunity in front of us right now is things that we’re really implementing and commercializing right now, today. Quantum is really over the next hill. I used to describe last year, I was saying it’s about three hills over. It’s coming fast. So to get back to to you know what we’re saying, I think what people are, are learning here is that there are people that have taken more finite, uh, opportunities. Uh, the example with Brett Taylor and Sierra AI thinking about customer service, and they’re implementing AI in a product that is actually solving a problem, that people have a pain point, so they’re not trying to boil the ocean. They’re trying to do something that is going to help people solve a, you know, or create a solution or solve a problem today. So there are people that are taking it and using it. How do we improve healthcare? That can be a longer cycle because of the regulatory environment. You know, HIPAA laws and things like that that they have to work along.

Larry Williams: But you’ll start seeing it in fintech and people are really taking, you know, pieces, as we say, pieces of the elephant because you can’t eat it all at once. And actually creating solutions will continue to help convene people and connect people throughout Tag. And then we’ll start to see, hey, did application over here for industry for an industry actually help, uh, you know, a seemingly disparate industry over here. But actually the solutions and the challenge was the same. That’s what we’ll continue to make those connections and create those dialogs. Quantum’s going to be the same thing. You know, there’s a you know, I shared a quote on stage a minute ago, said the pace of change has never been faster. The pace of change will never be slower. And that’s what we’re going to see. That’s what we’re seeing with AI, and that’s what we’re going to see with quantum. We’re going to continue to convene those people, connect them and make sure that they can, you know, get together and have great conversations and inspire each other. Another piece of it, there’s two other pieces that we do so much of, you know, people don’t always know about how much we do down at the state House, um, to lobby to make sure that we have good policies. So one things the lens that I look at things on when it comes from a policy point of view is what are the things that are either going to enable or inhibit innovation.

Larry Williams: And that’s how we have to look at the policies. And right now, again, AI is a bit of the wild, wild West. We have to think about what are the policies that will allow this to flourish. But also and I’m an optimist, but we’ve got to make sure that the technologies are flourishing to do good and to help our people. So, you know, to the point that we can, you know, and get it right and we’ll get it right. Then we can put the right parameters in there, you know, to keep the, you know, the bad players at bay and also utilize this great transformational technology to move us forward. The third piece, let me give you one more. And that is the workforce. So our workforce is not to become irrelevant. It’s going to be uh, but we have to make sure they stay relevant and it’s going to be, you know, the relevancy is going to be in a new world, a new reality, as we say here at the at the Georgia Technology Summit. Um, you know, people who master the skills of AI and other technologies that are come on, are still going to be in high demand and and very much needed. So we’ve got to make sure that people are prepared and armed with those skills to be able to operate in, in a new reality with AI and other technologies.

Lee Kantor: Now, I know as a leader, you’re already looking ahead at 2030. Uh, can you talk a little bit about how you see, uh, talent and the partnerships with, uh, some of the educational institutions, whether they be universities, whether they be, you know, kind of ad hoc academies or even, you know, maybe K through 12. How do you see, um, kind of the upskilling of that group in order to be ready for the change that’s going to happen, like you said, at a rapid pace, um, five years from now.

Larry Williams: You know, we just rolled out today on stage our vision 2030, uh, uh, plan. And that’s exactly that’s one of the key components of it. We’ve got to really think about how, you know, continuing to connect as we do promote this great ecosystem, you know, influence through our lobbying. But educate is going to be critical. So we’ve got, you know, nobody’s going to solve this alone. But the demand. Listen, this is a business imperative that we have to make sure that we have the most relevant technology and innovation workforce in the world, and that we have them right here in Georgia. And the way that we’re going to do that is through partnerships. There is going to be a great and a huge role for our to continue to work with our well-known four year universities in four years and beyond. And then we’ve also got to work with our technical college system of Georgia, and we have some great partnerships with them already, helping prepare people for for AI and for other jobs. But the private sector is going to be critical in all of this as well. There’s a lot of programs out there that are helping develop people, and we really got to think about how we make sure that everybody across the state is getting plugged into this great prosperity that we’re experiencing, and it’s all driven by technology. Lee, you know, you know this. Georgia has been ranked number one place to do business 11 years in a row.

Larry Williams: That’s unprecedented. It was unprecedented at seven years in a row. And we keep it going. And it’s not because we sit back on our laurels. I can assure you that we’re always thinking about what’s next. Yesteryear when. When we were coming up, Lee, people used to move to where the jobs are today. The jobs are moving or the employers are moving to where the talent is. People are coming to Atlanta. People are coming to Georgia because they know about the workforce that we have. We’ve got to keep up. And the only way we’re going to keep up with that, man, that demand is to make sure that we’re engaging. It’s all hands on deck. We need all of our smart people across our states and everybody smart. We need them trained, and we need to get them plugged in to the great opportunities, to the great careers. This isn’t just about jobs. These are careers that people can have the ability to advance themselves. And then we need to be able to use every, every avenue that we can, four year universities up our our friends at the Technical college System of Georgia, private, um, educators, other ways to get training, even in house. That’s what we’re doing, and that’s what we’re going to continue to do. And we’re going to make that. I think we have about we have well over 100,000 jobs, new jobs that we’re going to have to fill over the next few years.

Lee Kantor: And we need to have a path for the people who are successfully exiting to stay around here and stick around and kind of fund the next ventures.

Larry Williams: You’re exactly right. So, you know, that’s part of that whole ecosystem. It is about, you know, it’s making sure that our great enterprises have great policies, great tax climate, great business climate to be able to thrive here. But we’ve also got to have the the great ecosystem about how do we, you know, generate new ideas and how do we help those, those those ideas grow and flourish here. I just had a chance to do a fireside chat with Toyota. He’s the founder of Calendly. So you know, Calendly sure. You know, what a, you know, sort of a maybe a simple what you think is a simple problem. But everybody had it. How do I effectively calendar, um, or manage my calendar? He came up with a great solution in about 2014. I believe he has scaled that to be a multi-billion dollar enterprise. So that’s the type of things that we want to continue to encourage here, to be able to connect to previous success people. His success, his connection was with, uh, David Cummings, who was a great entrepreneur, had a great exit with Pardot, created the Atlanta Tech Village. All of these connections have helped create and drive, uh, again, that next generation of innovation. So you’re dead on. We got to get more capital here, and we got to continue to plug them in with that capital.

Lee Kantor: And I hope the South Downtown initiative, um.

Larry Williams: Is that incredible?

Lee Kantor: It’s formative.

Larry Williams: It is transformative. And it’s so funny to hear David tell the story as well, because if you think about where all of the major corporations that were the icons of Atlanta, that’s where they all started. Right, exactly.

Lee Kantor: You know, what’s old is new again, right?

Larry Williams: Exactly. So.

Lee Kantor: So if somebody wants to connect with tag online, what’s the the best way to do that.

Larry Williams: Tag online.org. You you said it. So please look for us on the website and be delighted to talk with you more. And also or look at our events page on there and come to some of our society events. They are all inspiring.

Lee Kantor: Yeah, there’s events for every special interest group, anything, uh, that touches technology, which as you mentioned earlier, is pretty much everything, uh, that’s happening in the economy. Well, Larry Williams, thank you so much for sharing your story, doing such important work. And we appreciate you.

Larry Williams: Thank you. Lee.

Lee Kantor: All right. This is Lee Kantor. We’ll be back in a few. At Georgia Technology Summit 2025.

 

Tagged With: Georgia Technology Summit 2025, TAG, Technology Association of Georgia

Georgia Technology Summit 2025: Loretta Daniels with TAG Education Collaborative

April 24, 2025 by angishields

ABR-TAG-Feature
Atlanta Business Radio
Georgia Technology Summit 2025: Loretta Daniels with TAG Education Collaborative
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Georgia-Technology-Summit

Georgia Technology Summit brings together 1000+ Georgia-focused technologists to network, learn, and engage with the latest trends in Georgia innovation. This year’s summit was held at the Woodruff Arts Center, a stunning and iconic cultural landmark located in the heart of Midtown Atlanta.

Loretta-DanielsDr. Loretta Daniels, Interim Executive Director, Technology Association of Georgia’, TAG-Ed and CEO and Managing Partner at Kendall and Kendrick Consulting Group, is an expert in organizational Leadership, DEI, conflict management, and communication.

As an executive leader in the corporate arena, she has served in executive leadership roles such as Chief Executive Officer, Chief Operations Officer, Vice President of Sales and Marketing, Executive Director of Sales Operations, and General Manager.

In addition, she has written corporate training manuals Leading by Example and Fast Track to Excellence. As the former Executive Director of Corporate Relations of Kennesaw State University (KSU), she worked with medium and large organizations to define and deliver leadership growth certificate programs aligned with the company’s vision and objectives.

Dr. Daniels has recently created TAG Bridge Builders, a social justice and equity initiative to promote Georgia’s underrepresented tech professionals advance from mid-level positions to senior-level leadership roles, providing access to funding and customer acquisition for tech entrepreneurs.

Dr. Daniels partnered with C-level Leadership and HR to determine leadership development goals, identify training gaps, enable cultural workplace initiatives, and implement gender pay equality and equitable hiring practices. In addition, she served as the University Office of Diversity and Inclusion CoChair and Presidential Commission on Gender & Work-Life Issues. Also, she advised executive teams, including the President and Chief Diversity Officer, consulted as a subject matter expert on DEI challenges and solutions, and supported DEI’s continuous improvement efforts.

As an adjunct leadership instructor at KSU since 2002, Dr. Daniels delivered in-class and online lectures encouraging students to think strategically by applying fundamentals to real-world problems. Courses taught included Corporate Communication and Conflict Resolution, Human Communications, Public Speaking, Writing for Public Communication, and Foundations of Leadership. Additionally, she has designed a Coursera Specialty Certificate program, Advanced Leadership Skills for the 21st Century Specialization Certificate.

Dr. Daniels received a Doctor of Philosophy (Ph.D.) in Organizational Leadership from Johnson University, a Master of Science (MS) in Conflict Management, a Bachelor of Arts (BA) in Communication from Bradley University, and a Bachelor of Science (BS) in Mass Communication/Media Studies from KSU. She is a Certified Diversity Professional and the author of two books, For Women Only, Women Mean Business (J & W Publishers, 1992), and Unlock Your Success, a Comprehensive Guide for Starting a Successful Business (J & W Publishers, 2006). Dr. Daniels’ upcoming book, Organizational Leadership, published by SAGE Publications, will be available in January 2025 This textbook will offer a new and comprehensive approach to organizational leadership to address the paradigm shift in our global business community.

Connect with Dr. Daniels on LinkedIn.

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: Broadcasting live from the Georgia Technology Summit 2025 at the Woodruff Arts Center. This is Business RadioX. And now here’s your host.

Lee Kantor: Lee Kantor here broadcasting live from Georgia Technology Summit 2025. So excited to be talking to my next guest, Loretta Daniels with TAG Education Collaborative. Welcome, Loretta.

Loretta Daniels: Oh, thanks for having me.

Lee Kantor: Well, I’m so excited to get caught up. Uh, for folks who aren’t familiar, can you tell us about TAG Education Collaborative? How are you serving folks?

Loretta Daniels: Yeah. Um, we are the 501 C3 charity side of TAG. The Technology Association of Georgia.

Lee Kantor: So, what’s your backstory? How’d you get involved with TAG?

Loretta Daniels: Uh, it’s been about two and a half years now, and, um, I got involved by coming in and creating a program for the workforce. It was a program really designed to help the underserved population enter into the tech workforce. Also to help businesses acquire customers and capital.

Lee Kantor: So, uh, how’s it going?

Loretta Daniels: It’s going extremely well since then. Um, now I have, um, received a promotion, and I. I manage the entire tag editor collaborative. And so our focus there is workforce development, leadership development and entrepreneurial success.

Lee Kantor: So, um, how do you work with kind of the universities and the I would imagine you’re also kind of dipping into maybe high schools and middle schools and, and even do you go down to elementary as well?

Loretta Daniels: Right. There are a couple of our programs. We we do like to focus on immediate workforce needs. So we do have a program, a couple of programs like Georgia Stem day and Day of Day of Code, which introduces K-12, more of the younger students to an experience of, um, AI and other technology. What our focus is how do we help high schoolers, uh, be prepared to enter into the workforce? Some may want to go to college, some may not. Um, but we do have a high school internship program that’s starting, um, next month. Uh, for that. Um, also, we work with colleges. We we understand the most important thing is for college curriculum to be designed to help to meet the needs for the workforce. As a professor, um, of leadership, I think it’s really important that we address that now.

Lee Kantor: Are you getting a lot of kind of collaboration with the university? Because I would imagine that’s in their best interest to be as up to date when it comes to this type of learning and knowledge.

Loretta Daniels: Yeah, exactly. Like the business school at KSU. Um, they help to collaborate to make sure that the curriculum is designed to meet the needs. Um, companies like, um, Again, like Tag and companies like Honeywell and other type of industry leaders, it’s important for them to go into the classroom. So Georgia State, Georgia Tech, Kennesaw State, these are all schools that allow these companies to come in to say, here’s what curriculum looks like. Let’s talk to your students. Let’s make sure that we have a prepared workforce.

Lee Kantor: Now, is it something that the the the enterprise organizations, are they kind of leaning into this? Because in my mind, it’s common sense. Like you, you’re getting a chance to shape your, your next employee in a way that that’s going to solve some training problems down the road. If we can kind of get them at least beginning their training at the university level.

Loretta Daniels: Yeah, I think we have to take it to a next level, right. So many are accustomed to going in for career days saying, here’s what we have. We have internships.

Lee Kantor: So they think they’re done there. Right. And it’s more than that. Right.

Loretta Daniels: It’s more than that. It’s being involved.

Lee Kantor: So how would you recommend like? Like if you had a chance to have a conversation with somebody at enterprise? What how would you communicate to them on how to best leverage this opportunity to work with Tag in this way?

Loretta Daniels: I would say meet with your department leaders, establish exactly what you’re going to need, especially with AI and all the new technology. What are you going to need? Don’t make assumptions that the curriculum is going to meet your needs. So then schedule a meeting with the dean of the university to say, here’s what we’re looking for. Here are our job descriptions. Let’s align this with your curriculum. And if your curriculum aligns, that’s great. If not, let’s take a look at how we can enhance it and allow our leaders to come in and speak to your students.

Lee Kantor: So it can be kind of customized to what they need. I think that they’re not connecting the dots, and they’re not understanding the full scope of what is possible.

Loretta Daniels: Exactly. Customization is possible. We’re not looking for, um, enterprise to come in and change the curriculum just to enhance the curriculum. So it’s meeting the need. Again, with AI and technology, it moves at a rapid pace. So the curriculum needs to change and adjust accordingly.

Lee Kantor: Right. This is one of the things that university, if they remember, is there to serve their students and to give them the best possible chance of success. And this is a chance to really kind of not wait until this is dribbled down to a textbook. Right? Like you can get this in real time. Almost.

Loretta Daniels: Yeah, that’s one of the reasons I left the corporate world. I was a C-suite executive in the medical device industry, but always teaching adjunct, you know, at KSU. Right. And one of the things I wanted to do was to go full time with the university to say here, not everyone wants to go out and be a PhD, right? They’re there to get a job.

Lee Kantor: Exactly.

Loretta Daniels: How do we prepare them to get a job today? Exactly.

Lee Kantor: So, uh, now. So what do you need more of? Do you need more kind of, uh, enterprise level organizations to want to take this kind of leap and work together, or is that the challenge or the biggest rock that you’re kind of dealing with?

Loretta Daniels: Yeah, for us, we are establishing more partnerships. So the more, um, educators can work through us, we can be that middleman, right? So that the industry leaders can come to us, tell us what their challenges are. We will help to connect them with the universities to make that change. We have a very unique program now where the first in the state of Georgia to have a registered tech apprenticeship program, and that’s very unique because it helps these employers tap into untapped talent. These are individuals who may or may not have a college degree. Right. Um, and it allows them to have training. But before they even go into training, like cybersecurity or software developer, um, they are hired by the companies. So they are full time employee. It’s different from an internship program, but it’s one of the most effective workforce gap fillers right now.

Lee Kantor: Because once they go through that, the company has an employee. The company is an employee throughout the whole process.

Loretta Daniels: Yeah, you have a company employee, but you don’t have someone who’s just coming out of college. Because if when you look at the numbers, there is simply not enough college graduates in tech in, in the tech arena to fill these jobs. Right. And so we have to look at those who may have a degree in business or may have a degree in nursing or English and get them trained into tech jobs. And now you’re filling that gap that you would not have had that talent to fill.

Lee Kantor: Right. But it requires you to kind of think outside the box here a little bit and really expand what you’re defining as that prospective student. Right. Like this is a it sounds like a little bit of a leap of faith.

Loretta Daniels: Yes. But you have to companies have to be more innovative in their approach to filling the jobs.

Lee Kantor: Because they’re not going to fill themselves. So you better be doing the work.

Loretta Daniels: Mhm. Exactly.

Lee Kantor: So if somebody wants to connect with you um, or learn more about how to collaborate, what is the best way to do that.

Loretta Daniels: Visit our website. Tag online.com.

Lee Kantor: And then uh, they can go there and then they can just find the appropriate program.

Loretta Daniels: Yes. And the what they want to look for are programs. If they’re looking for leadership development, professional development, upskilling or reskilling for AI. Um, whether they’re looking for steam or just how do I prepare now to get into the workforce.

Lee Kantor: Now, is there a story you can share, maybe that, um, illustrates or gives the listener an idea of what’s possible?

Loretta Daniels: Yeah, I’ve got two stories real quick. Um, one is the registered tech apprenticeship program. We have. We’ve just, um, placed a couple of apprentices in one of our organizations around board organizations. They are doing very well. They’ve gone from not having a tech career to one was working, I think, in a restaurant, and now they are cybersecurity analysts with a real job making real money. Right. Another is on the entrepreneurial side, um, we have invest connect. Um, and that’s where we allow these, um, tech entrepreneurs to present for, for, for, um, pitch competition funds. But not only that, half of the room are, are, um, investors. So we’ve just got a report that three entrepreneurs were able to get funding through Invest Connect.

Lee Kantor: Wow. The impact is real.

Loretta Daniels: Yes it is.

Lee Kantor: Well, thank you, Loretta, for sharing your story today. You’re doing such important work and we appreciate you. All right. This is Lee Kantor back in a few a Georgia Technology Summit 2025.

 

Tagged With: Georgia Technology Summit 2025, TAG, Technology Association of Georgia

Larry Williams With Technology Association of Georgia

March 28, 2024 by Jacob Lapera

Atlanta Business Radio
Atlanta Business Radio
Larry Williams With Technology Association of Georgia
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Larry Williams is President and CEO of the Technology Association of Georgia. He brings more than 25 years of experience in global branding, international trade and finance, public and industrial policy, and administration and management to TAG.

As the former president and CEO of The Beacon Council, Miami-Dade County’s official economic development partnership, he helped facilitate local, national and international business growth and expansion programs.

Under his leadership The Beacon Council created and executed a new economic development framework to help the area grow and secure investments in today’s innovation economy. This is resulted in $687 million in new investment, 119 company relocations or expansions, and more than 4,500 new jobs. From 2011 to 2014, he helped shape the vision for Atlanta’s tech sector as vice president of technology development at the Metro Atlanta Chamber.

He provided leadership and direction to the Chamber’s Mobility Task Force, positioning Atlanta as a global hub of mobile technology, and to the Technology Leadership Council.

Connect with Larry on LinkedIn.

What You’ll Learn In This Episode

  • How has the role of technology shifted and what does this mean for TAG
  • How is AI helping

Transcript-iconThis transcript is machine transcribed by Sonix.

 

TRANSCRIPT

Intro: [00:00:04] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Atlanta Business Radio. Brought to you by On pay. Atlanta’s new standard in payroll. Now, here’s your host.

Lee Kantor: [00:00:25] Lee Kantor here, another episode of Atlanta Business Radio, and this is going to be a good one. But before we get started, it’s important to recognize our sponsor, Onpay. Without them, we couldn’t be sharing these important stories. Today on Atlanta Business Radio, we have Larry Williams, the CEO and president of Technology Association of Georgia. Welcome, Larry.

Larry Williams: [00:00:46] Hi Lee.

Lee Kantor: [00:00:47] I am so excited to get caught up with you. Big anniversary this year, huh?

Larry Williams: [00:00:52] That’s right. It’s our 25th anniversary. We’re so excited.

Lee Kantor: [00:00:55] I know that is a big deal for the folks who aren’t familiar with Tag. Can you explain mission purpose of Tag and how it’s kind of different from the Chamber of Commerce and the other economic development things out there?

Larry Williams: [00:01:07] Well, sure. I mean, at the top level, our job is to focus in on the technology sector, our technology industry, as well as the people that are utilizing technology to drive their business and the people that are building great careers in technology. You know, one of the great things we’ve done over the last 25 years is we’ve created one of the most connected technology and innovation ecosystems in the country with 30,000 members. You know, in Georgia. I think that’s something for us to be proud of. And as we’ve grown, not only are we doing great things to connect our our people through our societies and our major events like we have tomorrow with the Georgia Technology Summit, but we’re also very involved in lobbying and advocating for policies that help enable innovation or prevent things that might inhibit it. So both at the state and the federal level, as well as we do a lot through our Tag Education Collaborative, our charitable charitable education foundation, about how we prepare the the next generation of technology workers now.

Lee Kantor: [00:02:11] Was tag, um, kind of born out of the Chamber of Commerce or was this 25 years ago was this kind of initiative that a bunch of folks said, you know what, there should be a dedicated organization that just serves technology here in Georgia.

Larry Williams: [00:02:24] There were three technology organizations at the time. There was what is now known as Tag. I forgot exactly what the name was back then, but it was the South East Software Association and Wit. The Women in technology all came together to create an organization under one umbrella. Um, and that was just because that was there was a little bit fragmented at the time. So most of that’s stayed together. Women in technology has grown up and they’ve, um, you know, doing great work and as a autonomous organization. But they’re a great partner of ours now, too.

Lee Kantor: [00:02:59] Now, at the time, it was, was it primarily, um, software focused or was tele telecommunication kind of part of that and the growth of that industry?

Larry Williams: [00:03:09] By all means. Um, so if we think about, you know, what was going on during that time, you’ve got to think about, um, you know, the Hayes modem. So if you want to think about, you know, telecommunication that was coming up in the 70s and the 80s, scientific Atlanta was founded in the 50s. You know, it wasn’t sold until 2005. So. So, Lee, um, technology is part of our DNA here in Georgia. You know, we’ve been in this business for a long time. And, um, you know, it was taken advantage of a lot of things that was that were going on. And then with these great nexus of, uh, organizations like Scientific Atlanta, there were a lot of other companies that were starting to build and develop and come up with new innovations as well. And that’s what created that critical mass for for it to make sense to really launch an organization like the Technology Association of Georgia.

Lee Kantor: [00:04:01] Now, did it get escape velocity right off the bat, or did it take a few years to get kind of momentum and grow to the 30,000 member mark?

Larry Williams: [00:04:11] Yeah, I think it took a few years for it to for it to grow and then to get to the 30,000 mark certainly took a few days, you know. Well, you know, 25.

Lee Kantor: [00:04:20] Years now, but was it something that you were always had a groundswell of support, or was there a tipping point at some point?

Larry Williams: [00:04:29] You know, I think there had some volunteer leadership at the very early on. And then they went with a professional, uh, CEO, if you remember, they hired Tino Ventilla to come in, and he was really a catalyst to, uh, launch it and grow it, um, and shape it. And then I came in, uh, eight years ago.

Lee Kantor: [00:04:49] Now, uh, one of tino’s kind of, um, I remember him talking a lot about clusters and special groups that were serving niches within technology. Was that helpful in, in kind of growing the organization, in your opinion?

Larry Williams: [00:05:06] Yeah. Cluster theory about economic development is is alive and well. And it’s, um, you know, with clusters when you have a certain, uh, strength and other people want to be around that for a lot of reasons. It’s either it could be, um, client vendor relationships and also workforce. So, um, those all work very closely together. And it was important then. It’s important now.

Lee Kantor: [00:05:29] Now, are you seeing that, um, the center of gravity in technology shifting a little bit? I mean, there was a lot of stuff centered around Georgia Tech, but it seems like now it’s expanding out into the suburbs and exurbs of Atlanta.

Larry Williams: [00:05:45] You know, it’s, uh, you know, we’re fortunate we have a plethora of riches in many ways. Um, Georgia Tech is still extremely important to our ecosystem and to our talent, to the research and development, uh, the thought leadership that comes out of there. But we have other areas. I mean, you know, you go out to Augusta with the cyber center out there now, you know, Kennesaw State merging with Southern Poly, uh, really made it for a richer, more comprehensive, um, uh, university for us. Georgia State and I think about, you know, what’s going on there with the film industry and, uh, the media labs, Emory, all of these things work together. Clayton State is extremely important to us. Columbus. You know, uh, the the the trouble we’re trying to start listing them is I’m going to leave somebody. They’re all important. And but, you know, if I, you know. So if we think about it from an economic development point of view, um, yester year, people used to move to where the jobs are now, the companies are moving to where the talent is, um, workforce development today. Talent is economic development. And I think you’re seeing that unfold as our you know, if you look at Atlanta, our skyline has changed and that’s been a big driver of it.

Lee Kantor: [00:07:05] So now when it comes to workforce development, how does the organization, um, kind of serve the whole state? Because it could be almost a trap to just be Atlanta focused. You mentioned, um, Augusta. And obviously Savannah is important. And and the definitely the cities around, uh, Atlanta are important. So how do you bring all of these? Kind of I don’t want to say distant, but you are serving the state. How do you bring all those communities together? Do you encourage them to kind of find their niche that they can really lean into, or do you just let them kind of develop and you just build around what they’re doing?

Larry Williams: [00:07:45] You know, it’s a little bit of both. You know, I’ve got to bring in University of North Georgia as we’re setting up some programs with them about, you know, how do we actually develop more executive leaders, um, you know, the next generation of people that are going to be, you know, running, you know, either in-house operations or building their own new technologies. So working with them on specific things, knowing where the universities are building out expertise, um, like fintech and with our partner, the fintech and, uh, fintech Academy, these things all work together so that we can direct people and collaborate as well.

Lee Kantor: [00:08:22] Yeah, I think that’s kind of one of the secret sources of, um, of the state is that we are so collaborative. There isn’t kind of that zero sum game mentality where we’re it seems like we’re all kind of rooting for each other and trying to help each other all grow.

Larry Williams: [00:08:39] It’s always been that way. And I think it’s extremely importantly. And I’m glad you mentioned that. Um, you know, if we look at you and the other component of this that’s extremely important is the technical college system of Georgia. Tcsg. Um, the way we look at the world is from a talent is one. How do we how do we start preparing and how do we start building tomorrow’s workforce today? So the demand for jobs still is higher than the supply. So we’ve got to continue to work on that and creative ways. So we work on how do we connect at the high school level. How do we, uh, connect, uh, all those smart people with Stem related, um, curriculums so that they can go to whatever higher education they want to go to, or next training programs so that they can be prepared. We work on workforce, uh, so especially things that don’t require four year degrees. And there are lots of jobs out there that don’t require four year degrees. And we’ve got to make sure that we’re engaging those people. So training people, upskilling them, reskilling them in a dynamic world is constantly important. And I’ll mention Lee that last week we launched our, um, tag technology apprenticeship program. So apprenticeships or experiential learning? Uh, it’s getting back, you know, real world experience in the workplace and then being able to build a career after that. Lee, we are the only technology association or council in the southeast that has a certified, uh, apprenticeship program. This is big news. Uh, we’ll continue to partner with, uh, the Universities and Technical College System of Georgia, but this is certainly a game changer for us in Georgia being at the lead of this. Let me just give. And then lastly, it’s that, uh, professional development that I mentioned earlier. We have a program called Pathways to Leadership about to launch our fourth cohort. And that’s all about preparing the next generation of senior and executive leaders for technology roles.

Larry Williams: [00:10:43] I keep going.

Larry Williams: [00:10:43] Let me just give you a little bit of context. Um, we’re, um, there’s data out there that we’re planning on creating about 100,000 new jobs in technology over the next nine years by 2033. Um, you know, we’ve got the large companies that are here and that are headquartered here with large presence here. But we’ve got to continue to make sure that we’re, um, connecting everyone with these great opportunities that they have.

Lee Kantor: [00:11:13] And I think that, uh, the nimbleness and the, the willingness to take action is really what sets it apart. I mean, we’re not talking about things that are just on a whiteboard for year after year after year and never gets done. These are things that action is taken and, uh, moves are made.

Larry Williams: [00:11:32] Grant. Um, so excuse me, Lee, you’ve heard me say this before. Um, Georgia is really where, uh, technology meets the real world. And what I mean by that is, you know, we don’t always create the shiniest new gadget or the coolest new social app, but we have more people that are building things, um, that are driving revenue, building new companies probably than anywhere else. And if you think about what we’ve done so successfully here in Georgia is, you know, we’ve got our our favorite start with fintech, 70% of all debit, credit and reward, uh, reward card transactions are processed through Georgia. We led the way in digitizing that industry, you know, going from paper checks and manual processes. It was here in Georgia. And that’s why we dominate. You know, as I say, we have if you have 51% market share, you’re number one. If you have 70%, you dominate. We dominate in that area. You mentioned mobile technology. I mean, what we were doing is, um, you know, building it up, you know, from BellSouth to Cingular to AT&T wireless. Um, it was also AT&T, um, that created a partnership with another company that built up here called Airwatch, which was a mobile cybersecurity application.

Larry Williams: [00:12:51] When you put those two to those, the telecom with the cybersecurity application, and then at the same time, the Apple phone, the iPhone was rolling out, that was a game changer. So the partnership that was created here in Atlanta is, you know, said to be what put the BlackBerry out of business. And in fact, there was a magazine in, uh, Canada that even said that that’s the type of things that we do cybersecurity. We were the leaders at Georgia Tech with the Department of Defense talking about what can we do with back when we’re talking about mainframes and network security, that evolution of, um, being able to lock down major, uh, systems to how do we secure our laptops to now the cloud and mobile applications that all happened here. These things are transformative. So again, you know, it’s not always the shiniest new thing, but we got people that are really building real world, uh, businesses here in Georgia.

Lee Kantor: [00:13:53] How are we doing? Um, in regards to AI are um, is that something that, um, you’re finding that there’s a lot obviously there’s a lot of interest and there’s a lot of opinion about it on both sides. Um, but what’s your take on, uh, Georgia?

Larry Williams: [00:14:10] And I know AI is the most transformative shift that we’re going to see in our lifetime. We’ve seen a lot lately, but we’re this is this is huge. And if you think about. And so I think Georgia will be the leader for AI, for legitimate commercial purposes. And a lot of reasons I say that is because of the things that I talked about that we transform industries. Just I believe yesterday I saw an article and it says that Georgia Tech has more graduates working in AI than any other university in the US, and that’s ahead of Berkeley and Stanford, um, University of Southern California more than Carnegie Mellon. It’s right here at Georgia Tech in our state. That knowledge base, that research base, that amount of people, um, that are going to be interacting with our, uh, business partners and our commercial entities are going to create and lead the way in how AI is going to have very positive case studies and even help us, you know, fight, you know, when it comes to cyber security, those that thought process is going to help us not only secure our own networks, but, uh, help us fight the bad guys as well. And we need that type of, of quick, um, response and that type of thinking as well. So I am bullish. I’m going to repeat it. I believe that Georgia will lead in AI for legitimate commercial purposes.

Lee Kantor: [00:15:40] So now, um, you know, putting that in the crystal ball of looking ahead to the next 25 years, uh, being a leader in AI, obviously is part of that. What else are you seeing for Georgia in the years ahead?

Larry Williams: [00:15:55] Well, you know, I think we’re going to continue to have the great mix of the, you know, of software along with the physical world. Uh, manufacturing is still going to be important to us, and we’re going to see that that intersection of being able to have more efficient operations. Um, you know, uh, I don’t think it’s a slam dunk on the future of EVs, but there’s going to be a great place for EVs, and Georgia’s going to be at the center of it as well. So that’s certainly something that we’re looking at. But I think overall, if what we think about is automation, whether it be the automation of software, uh, utilizing AI as a tool, but also harnessing the great smart people who are going to be thinking of new ideas and how to utilize these AI tools and then marry them with robotics and other automation in the physical world. That’s where Georgia’s going to continue to lead and build great companies and be able to trade, uh, attract, you know, global leaders that want to be a part of this.

Lee Kantor: [00:16:55] Well, congratulations on 25 years. I mean, it’s an amazing achievement for your organization and your leadership. If somebody wants to plug in to tag, what’s the website?

Larry Williams: [00:17:05] It’s, uh, tag online.org. Tag online.org. And you know, Lee, I’m looking forward to seeing you tomorrow at the Georgia Technology Summit. Uh, the new Sydney, a hotel right downtown, a phenomenal location. We have an incredible, incredible line up. And I think, uh, even the governor and the mayor will stop by and and say hello to us.

Lee Kantor: [00:17:29] As they should. Well, thank you again for sharing your story, Larry. You’re doing such important work, and we appreciate you. Thanks, Lee. All right. This is Lee Kantor. We’ll see you all next time on Atlanta Business Radio.

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Tagged With: Larry Williams, Technology Association of Georgia

“Women in Procurement” Panel Discussion, presented by TAG and BPM

December 10, 2019 by Mike

Gwinnett Studio
Gwinnett Studio
"Women in Procurement" Panel Discussion, presented by TAG and BPM
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The TAG BPM group is focused on bringing these executive panels to share best practices and discuss top themes such as transformation, innovation, and digitization. The December 3rd panel discussion featured some of the top global women leaders in procurement who shared their thoughts on leadership, organizational growth, the next generation of procurement, and procurement automation.

The panel included Crystal Khalil, Director of Procurement with Porsche Cars North America; Trupti Marshall, SVP of Procurement with Pruitt Health; Karla Morera, Global Director of Procurement with The Coca-Cola Company; and Suzana Keller, Chief Procurement Officer with Coca-Cola Bottler’s Sales and Services.

Many of the panelists were interviewed by emcee Raj Verma of GoProcure before the panel discussion. Other business leaders attending the event who were also interviewed included Sean Auerbach, VP of Operations with Assurant; and John Campi, Former CPO with The Home Depot, GE, Dupont and Chrysler.

Karla Morera, The Coca-Cola Company
Crystal Khalil, Porsche Cars North America
Suzana Keller, Coca-Cola Bottlers
John Campi, Former CPO of The Home Depot, GE, Dupont, Chrysler
Sean Auerbach, Assurant

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Tagged With: crystal khalil, director of procurement, go procure, goprocure, goprocure radio, Home Depot, karla morera, porsche north america, posche, procurement, procurement directors, procurement leaders, procurement panel, procurement thought leaders, raj verma, suzana keller, TAG, tag bpm, technology Association of GA, Technology Association of Georgia, women in procurement

“Talking Digital Finance” Panel Discussion, presented by TAG and BPM

September 13, 2019 by Mike

Bona Allen (Moderator), Christine Santos (Comcast), Nigel Andre (First Data), Judy Romano (Equifax International) and Raj Verma (Host/Organizer) prepare for the “Talking Digital Finance” Panel Discussion.

The Technology Association of Georgia (TAG) and Business Process Management Group presented “Talking Digital Finance”, a panel discussion with CFO’s from Comcast, Equifax and First Data on September 10, 2019 at the First Data Corporation HQ in Atlanta.

Speakers on the panel included Nigel Andre, former Managing Partner with First Data; Christina Santos, SVP of Finance at Comcast; and Judy Romano, CFO with Equifax International.

https://businessradiox.com/wp-content/uploads/2019/09/1RajVerma-GoProcureBPMBoardMember.mp3

Raj Verma – GoProcure and BPM Board Member (Event Host/Organizer)

https://businessradiox.com/wp-content/uploads/2019/09/2JudyRomano-EquifaxInternational.mp3

Judy Romano – Equifax International (Featured Speaker)

https://businessradiox.com/wp-content/uploads/2019/09/3BonaAllen-KajimaBuildingDesignGroup.mp3

Bona Allen – Kajima Building & Design Group (Moderator)

https://businessradiox.com/wp-content/uploads/2019/09/4AlanVickness-ElavonBPMBoardMember.mp3

Alan Vickness – Elavon and BPM Board Member

https://businessradiox.com/wp-content/uploads/2019/09/5ChristineSantos-ComcastBPMBoardMember.mp3

Christine Santos – Comcast (Featured Speaker)

https://businessradiox.com/wp-content/uploads/2019/09/6SheritaShelby-TheCoca-ColaCompanyBPMBoardMember.mp3

Sherita Shelby – The Coca Cola Company and BPM Board Member

https://businessradiox.com/wp-content/uploads/2019/09/7IanOBrien-AmericanCancerSocietyBPMBoardMember.mp3

Ian O’Brien – American Cancer Society and BPM Board Member

https://businessradiox.com/wp-content/uploads/2019/09/8MariaLuisaPineda-MaestralSolutions.mp3

Maria Luisa Pineda – Maestral Solutions

Tagged With: digital finance, digital technology, Elavon, Equifax, equifax international, financial technology, First Data, First Data Corporation, Fiserv, go procure, goprocure, ian o'brien, kajima building, maestral solutions, maria luisa pineda, raj verma, sherita shelby, TAG, talking digital finance, Technology, technology Association of GA, Technology Association of Georgia, The Coca-Cola Company

Decision Vision Episode 25: Should I Enter a Business Plan Competition? – An Interview with Cory Hewett and Evan Jarecki, Gimme

July 25, 2019 by John Ray

Decision Vision
Decision Vision
Decision Vision Episode 25: Should I Enter a Business Plan Competition? - An Interview with Cory Hewett and Evan Jarecki, Gimme
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“Decision Vision” Host Mike Blake, and Evan Jarecki, and Cory Hewett with Gimme

Should I Enter a Business Plan Competition?

What’s the value of entering a business plan competition? Should I spend the time and effort necessary to win such a contest? What are the benefits to participating even if I don’t win? Cory Hewett and Evan Jarecki, co-founders of Gimme, answer these questions and more as they are interviewed by “Decision Vision” host Michael Blake.

Cory Hewett and Evan Jarecki, Co-Founders of Gimme

Cory Hewett and Evan Jarecki, Gimme

Cory Hewett and Evan Jarecki are the Co-Founders of Gimme. Gimme won the 2015 TAG Business Launch Competition conducted by the Technology Association of Georgia, Venture Atlanta, and the Metro Atlanta Chamber of Commerce.

Gimme transforms the way companies service micro markets, vending, and grocery by automatically identifying products, their placement, and inventory levels using computer vision verified by humans. Gimme’s software and wireless hardware eliminates errors and manual effort from warehouse staff and route drivers. Gimme empowers Route drivers to focus on delivering amazing customer experiences, and operators to focus on cash accountability, inventory tracking, and machine status data. Gimme’s solutions prevent stockouts, accelerate warehousing and restocking, and streamline product planning. For more information, visit http://www.vending.ai or connect with Gimme on Twitter.

Cory Hewett
Evan Jarecki

Michael Blake, Brady Ware & Company

Mike Blake, Host of “Decision Vision”

Michael Blake is Host of the “Decision Vision” podcast series and a Director of Brady Ware & Company. Mike specializes in the valuation of intellectual property-driven firms, such as software firms, aerospace firms and professional services firms, most frequently in the capacity as a transaction advisor, helping clients obtain great outcomes from complex transaction opportunities. He is also a specialist in the appraisal of intellectual properties as stand-alone assets, such as software, trade secrets, and patents.

Mike has been a full-time business appraiser for 13 years with public accounting firms, boutique business appraisal firms, and an owner of his own firm. Prior to that, he spent 8 years in venture capital and investment banking, including transactions in the U.S., Israel, Russia, Ukraine, and Belarus.

Brady Ware & Company

Brady Ware & Company is a regional full-service accounting and advisory firm which helps businesses and entrepreneurs make visions a reality. Brady Ware services clients nationally from its offices in Alpharetta, GA; Columbus and Dayton, OH; and Richmond, IN. The firm is growth minded, committed to the regions in which they operate, and most importantly, they make significant investments in their people and service offerings to meet the changing financial needs of those they are privileged to serve. The firm is dedicated to providing results that make a difference for its clients.

Decision Vision Podcast Series

“Decision Vision” is a podcast covering topics and issues facing small business owners and connecting them with solutions from leading experts. This series is presented by Brady Ware & Company. If you are a decision maker for a small business, we’d love to hear from you. Contact us at decisionvision@bradyware.com and make sure to listen to every Thursday to the “Decision Vision” podcast. Past episodes of “Decision Vision” can be found here. “Decision Vision” is produced and broadcast by the North Fulton studio of Business RadioX®.

Visit Brady Ware & Company on social media:

LinkedIn:  https://www.linkedin.com/company/brady-ware/

Facebook: https://www.facebook.com/bradywareCPAs/

Twitter: https://twitter.com/BradyWare

Instagram: https://www.instagram.com/bradywarecompany/

Show Transcript

Intro: [00:00:02] Welcome to Decision Vision, a podcast series focusing on critical business decision, brought to you by Brady Ware & Company. Brady Ware a regional, full-service, accounting advisory firm that helps businesses and entrepreneurs make vision a reality.

Michael Blake: [00:00:21] And welcome to Decision Vision, a podcast giving you, the listener, clear vision to make great decisions. In each episode, we discuss the process of decision making on a different topic. Rather than making recommendations because everyone’s circumstances are different, we talk to subject matter experts about how they would recommend thinking about that decision.

Michael Blake: [00:00:39] My name is Mike Blake, and I’m your host for today’s program. I’m a Director at Brady Ware & Company, a full-service accounting firm based in Dayton, Ohio, with offices in Dayton;  Columbus, Ohio; Richmond, Indiana; and Alpharetta, Georgia, which is where we are recording today. Brady Ware is sponsoring this podcast. If you like this podcast, please subscribe on your favorite podcast aggregator and please also consider leaving a review of the podcast as well.

Michael Blake: [00:01:03] Our topic today is Should I Enter a Business Plan Contest? And this topic is is interesting, I think, really on the forefront of the minds of many people who are listening to this program because, if nothing else, the business plan pitch contest, if you will, has been made famous by ABC’s Shark Tank, a show which I still have not seen to this day, by the way. But I’m familiar with what it does.

Michael Blake: [00:01:31] And pretty much, every city with a venture community of any size has some kind of business plan competition in it. And in Georgia, we’ve had a number of them. Some have come and gone. Some have stayed for the long term. And there are national business plan contest as well. Sometimes, alumni groups of universities hold them. I know Georgetown University, my graduate alma mater, has them. Venture firms, sometimes, hold them as a way of generating deal flow. Business incubators often have them.

Michael Blake: [00:02:10] And to do one right, to be a participant, it is a time-consuming exercise. In fact, I’ve been assigned teams when I’ve coached and mentored them through the programs, and we’ll get one or two weeks into the process, and say, “You know what? I don’t have the time to do this. I’m out,” which is perfectly fine. Rather, you do that on week two than a week before you’re supposed to kind of finish the thing.

Michael Blake: [00:02:36] And so, I think it’s a fair question to say, why do you put yourself through that? Because the business plan contest has a fair amount of of time that you have to invest. Typically, a business plan contest sponsor will have a mentoring – excuse me – or training program that leads up to the podcast — I’m sorry, that leads up to the competition itself, where they want to make sure the teams are all prepared. And that requires some time.

Michael Blake: [00:03:04] And then, somewhere along the way, you have a bunch of people that have never met you, that you don’t know who they are. And the public forum, they’re going to ask you tough, invasive questions about your business, right? And it’s fair to say, who needs that? Well, why would I put myself through that? I might as well go on Shark Tank and are willing to do that in front of an audience, television audience of 30 million people, even though we know a lot of that stage is basically WWE for business, but anyway.

Michael Blake: [00:03:34] But I have a couple of people here who have not been through the WWE version. They have been through, at least, one business plan contest. And I had the privilege of being there, of being their coach, and they were successful enough to overcome my coaching and winning that contest, which was the TAG Business Launch Contest back in 2016 or 2017. I’m trying the year. I think it’s 2016 now.

Michael Blake: [00:04:01] And so, joining us are Cory Hewett and Evan Jarecki, who are co-founders of Gimme Vending. Gimme transforms the way companies service micro markets, vending, and grocery by automatically identifying products, their placement and inventory levels using computer vision verified by humans.  software and wireless hardware eliminate errors and manual effort from warehouse staff and root drivers. Gimme empowers route drivers to focus on delivering amazing customer experiences, and operators to focus on cash accountability, inventory tracking, and machine status data. Gimme solutions prevent stock outs, accelerate warehousing and restocking, and streamline product planning. For more information, visit www.vending.ai or connect with Gimme on Twitter, @gimmevend.

Michael Blake: [00:04:52] Cory and Evan both are graduates of Georgia Tech, and both worked at Gulfstream Aerospace before creating Gimme Vending. And maybe we’ll get some of that background in the interview today. But we have some work to do in terms of covering this topic. So, Cory and Evan, thanks for coming on the program.

Cory Hewett: [00:05:08] Hey, thank you, Mike. And good to see you again.

Evan Jarecki: [00:05:10] Thanks, Mike.

Michael Blake: [00:05:10] So you are looking well, and you’ve had some pretty good success since we last worked together closely. And I’m very happy for you. So, let’s go back to sort of what I think was was something of a turning point for you guys, but I don’t want to put words in your mouth. Talk about the business planning contest you won, sort of a high level. What was it? And why did you decide that you wanted to take part in it?

Evan Jarecki: [00:05:36] So, back when we were getting involved with just starting the business, we were trying to get more involved with the Atlantic community and learn what were ways that Gimme could continue to get exposure and who can we meet through that process. And the Technology Association of Georgia was one of those places that seemed like they were everywhere. The BusinessX — the business lunch competition.

Michael Blake: [00:06:06] That’s a good idea. BusinessX is going to do a lot of contests.

Evan Jarecki: [00:06:08] BusinessX contest, there you go.

Cory Hewett: [00:06:09] Business RadioX Launch Competition.

Evan Jarecki: [00:06:11] There we go.

Michael Blake: [00:06:11] So, if you want to have a business lunch competition through Business RadioX, just an email to info@businessradiox.com We’ll get right on that.

Evan Jarecki: [00:06:19] That’s right. No. It was when we decided to go for this competition, the business launch, we made it our total team effort. This was everything for us when we first got involved with the opportunity.

Cory Hewett: [00:06:36] Well, it’s certainly attractive to consider working on the business competition because it came with a quarter million dollars worth of prize money and services. $50,000 and nondilutive cash, that’s important to a startup that’s just getting off the ground. And then, another $200,000 in products and services that we’d be able to use to benefit the business as well.

Cory Hewett: [00:06:55] And like you mentioned before, we had to balance that against this idea that if we want to have a real business, at the end of the day, these types of things won’t give you a business. Great products, great customers, focusing on those two things is what build a business. The business competition, though, maybe gives you the fuel in the car to take you to where you need to go or, at least, maybe get you there a little quicker. So, the idea of cash, the idea of services, and the idea of credibility and some exposure within the Atlantic community, that could be very, very valuable.

Cory Hewett: [00:07:25] So, like Evan said, once we decided that we’re going to do it, we went all in that we were going to focus and put everything into it to maximize our probability of success to winning the competition.

Michael Blake: [00:07:37] So, get in, I forget how many companies. I think, at the outset, there are something like 30 companies. At what point did you start to think you might win? Or did you think you would win day one?

Cory Hewett: [00:07:52] I don’t think we thought we were going to win day one.

Evan Jarecki: [00:07:54] Right.

Cory Hewett: [00:07:54] We knew that we’re going to try really hard to become a winner in the program, but there were a lot of rounds. So, I remember the first round, Evan and I hadn’t really done an elevator pitch before or had to go on stage to pitch our business, but the one time when we were leaving Georgia Tech, and we pitched it to the community there. So, we hadn’t done it in a televised, or WWE setting, or even in front of just an audience of people that didn’t include, at least, a couple of friendlies.

Cory Hewett: [00:08:18] And so, the first round was a couple hundred businesses. And it was more of an informal dinner meet and greet where we had to talk to different investors and judges who were there. You had to go find them. They would write down how you were doing. And if you made an impression, they wrote your name down after you just gave them the cocktail hour elevator pitch of the business. Then, you got to make it past that 300-round to maybe the top 30 round.

Michael Blake: [00:08:42] I didn’t know that. That is wild.

Evan Jarecki: [00:08:43] Yes, it was a speed-dating around. Yeah.

Michael Blake: [00:08:45] That is wild.

Evan Jarecki: [00:08:46] A couple hundred.

Cory Hewett: [00:08:46] So, the couple of days leading up to it, and even in the car driving over there, I remember in the car driving over there, we took what we had written. We’re like, “It’s all wrong. We have to redo it. Let’s redo our elevator pitch.” And getting there and talking to judges. And you asked, did we know that we’re going to win? Our answer to that is no, but we tried hard.

Cory Hewett: [00:09:06] And it wasn’t until that very last night, that very final round, we still had no idea. It was all this effort for not or is it going to turn into something? And I remember the moment where we had made it to the top two, and it was me and Stanley Vergilis of another great company called Hux, and we came out there with a lot of theatrics. We had worked with the art department at the SCAD studio where we were presenting. We had sound. We had rented this very expensive high motion camera to capture our competitor’s product exploding. So, that happened on stage. We showed that big screen video of the product exploding. We came out high energy, high theater, and did the best possible pitch that we could while we were there. And Stanley came out with a very different approach.

Evan Jarecki: [00:09:55] Complete opposite.

Cory Hewett: [00:09:56] Complete opposite. And his performance was so strong that as soon as I left the stage and saw his, I felt good about what we had done. It was the best job we could do. But then, when I saw his and the radically different approach, up until the moment that they unveiled the check to say who won, it was not clear.

Evan Jarecki: [00:10:13] Right.

Michael Blake: [00:10:14] So, let let me follow up on that experience, even though it’s not in our script. But in the final four, you may remember, another company had gone on, and they had banked on video, and it failed.

Cory Hewett: [00:10:27] It failed.

Michael Blake: [00:10:27] Do remember that?

Cory Hewett: [00:10:28] The live.

Michael Blake: [00:10:28] Did that make you at all nervous about what was going to happen with you guys, or were you so tight, you didn’t even think of it. You just knew it’s going to work?

Cory Hewett: [00:10:36] No, we knew it was a risk. Another mentor of ours warned us, you never do live demos.

Evan Jarecki: [00:10:42] Yeah, I think it was through the coaching and the practice that had us try to maximize for a more guaranteed success with the presentation style. And so, that was one of those pieces, avoiding it.

Michael Blake: [00:10:54] And I think that’s a good lesson, though, is that mentors and coaches are just that, right. They’re not your boss. They’re not your mom. They’re not your board of directors. At the end of the day, it’s your company, right. And if you’re going to take a risk, you’re going to take a risk. And look, especially at that time, you’re in a risky business as a startup, right. So, I can see from a certain perspective, look, we’re already here, man. We’re already here. We’re already living with risk on a day-to-day basis. Why are we going to stop now, right?

Cory Hewett: [00:11:27] Right.

Evan Jarecki: [00:11:27] Yeah.

Michael Blake: [00:11:27] Is that as a fair way to kind of characterize it?

Evan Jarecki: [00:11:29] Oh, yeah.

Cory Hewett: [00:11:29] I think it’s a risk/reward thing. We knew that there was going to be risk. The more things that we introduce that we didn’t have total control over, like we avoided a live demo that relied on cellular connection because those can go down, and since we violated that rule, and it’s burned us. So, it’s a rule for a reason. If you rely on cellular and you do live demo, it could go poorly. So, we had made sure that everything that we were showing was, at least, local.

Cory Hewett: [00:11:52] And the reward for us is if it played correctly, and we tested it before in the theater to make sure that it would, but we knew that if we got it to play correctly, that the value that it would generate for the audience would hopefully help them get that emotional feeling of what we are trying to do in our space. And maybe it’s helpful for the audience.

Cory Hewett: [00:12:09] Before we got involved, the technology in our space was really, really old. And the people who were forced to use it had so much pent-up frustration that when they got to watch the competitor’s product explode, you could see them light up. And maybe, if we were back in the horse and buggy days, and you hated your buggy after a while, you got to watch it just get set on fire and replace with the car. You’d be like, “This is great.” And we knew that if we could create that emotional response for our audience, our customers, and if that appealed to the judges as well, then we thought it would be worth the risk of maybe the chance of a tech error.

Cory Hewett: [00:12:43] And I feel terrible for the guy that that tried to do the live demo, and it didn’t work for him, because, you know, they’re kind of like us. They’re working hard to make it work, and nobody wants their demo not to work.

Michael Blake: [00:12:56] And they were doing well up until that absolute up until that.

Evan Jarecki: [00:12:59] Absolutely.

Michael Blake: [00:12:59] Up until that point, right. They’re a very strong competitor.

Cory Hewett: [00:13:01] Yes.

Michael Blake: [00:13:03] Yeah. And that emotional component, I think, is really important on two levels. It is tried and true. It reminds me of the Macintosh commercial from years, and years, and years ago where they smashed a PC in the middle of a commercial, right. And the whole Macintosh value proposition was the PC is just designed to frustrate you, right, and the Macintosh is not right. But everybody wanted to take a sledgehammer to their PC. Every single person, except for maybe somebody working at Microsoft wanted to do that. And I think you sort of captured on that.

Michael Blake: [00:13:40] And then second, it seems to me, and tell me if you think I’m wrong, you can only educate an audience so much about your business, right. And preventing stock-outs and vending machines and, now, at the retail level, it’s a great business, right. But it’s not the kind of thing that you go to the Thanksgiving table and everybody gets all fired up. That’s not like you’ve paid the college-

Evan Jarecki: [00:14:00] Hey, Cory, how’s that inventory on the [crosstalk] going?

Michael Blake: [00:14:02] That’s right. You’re not making call of duty, right?

Cory Hewett: [00:14:04] Right, right.

Michael Blake: [00:14:06] But if you can connect on that emotional level, everybody gets it. And you don’t even have to be in the business. If you’ve just ever been frustrated by technology, or laser printing in work, your Wi-Fi crapped out, you get it, right. I think that’s what really helped.

Cory Hewett: [00:14:21] I think that one other special component that was — I think our secret sauce to the presentation was probably bringing a customer onstage. This was something a little bit later in the practicing and the presentation style where we actually were able to include our first customer as a part of the presentation midway through the numerous stages. But along the way, that set us apart and, we think, had led to some of the success and the understanding from the audience that this is a real opportunity. And this customer has helped us understand exactly what Gimme does.

Michael Blake: [00:15:01] I think that was very dramatic. I don’t think I’ve ever seen that done in a pitch before. And in the minds of those judges, whenever they’re looking at those companies, “Okay, it’s great what technology they have, Is there actually a market for it?” And the fact that you brought the market with you on the stage, I think, that won it for you frankly. I mean, the video was great, and I think that got you to the top two, But the customer, they’re saying, “Yeah, I’m buying this. It’s going to save my business,” how do you sort of say no to that? And I’m sure the other competitors are like, “We should have done that.” They look at their coaches like, “Why didn’t you tell us to do that?” So, other than that kind of the speed dating part, what part surprised you about the process, if anything?

Evan Jarecki: [00:15:54] I think the biggest surprise were the different changes that needed to be made throughout each round. Round one was speed dating with 300 companies. Very quick pitches. No presentation. Just you verbalizing it. Round two was a an eight-minute pitch. I think, it was.

Cory Hewett: [00:16:16] Eight minutes right before St. Patrick’s Day.

Evan Jarecki: [00:16:18] Right before — on St. Patrick’s Day, I think it was.

Cory Hewett: [00:16:20] On St. Patrick, that’s right. We were working that.

Evan Jarecki: [00:16:22] Yeah, exactly. That was an eight-minute pitch. And there was an audience involvement in that one. And then, it moved to a 20-minute pitch. And that was where we brought in the customer. And that was in front of the theater in the auditorium. And then, from there was the final four, which was a three-minute solo CEO/Founder pitch. It was changing and preparing for each of those, that was a big surprise for us, not just one.

Cory Hewett: [00:16:50] Each one was different.

Evan Jarecki: [00:16:51] Each was different.

Cory Hewett: [00:16:52] You had to make it through the screening round of each one. So, it required so much creativity.

Evan Jarecki: [00:16:56] Right.

Cory Hewett: [00:16:56] You couldn’t just use the same presentation. “Oh, we’ll just dress it up or make some tweaks.” It was brand new every single time to appeal to a different — within a different environment, different audience, different levels of theater and energy. At least, in our case, bring the customer on stage.

Evan Jarecki: [00:17:12] Right.

Cory Hewett: [00:17:12] So, each one required its own set of problem solving. The other thing that surprised me, not just the rounds, was, if you will, a little bit of the stress and the time consumption. So, we knew, with your help, you’re like, “Hey, I’d rather you quit right away than at the end,” I think we got the same advice back then too, “because this is going to be really tough.” So, we knew it’s going to be tough and time consuming. And when we got into it, it was tough and time consuming, and it still is a surprise how much we are spending in time.

Cory Hewett: [00:17:40] And then the stress, I remember the eight-minute on the St. Patrick’s Day. It stuck out to me because I got up there to start speaking, and young in your career with public speaking, I made it up to the stage. My tongue got so dry. I couldn’t form words. I’m just trying to make noises with this stick of sandpaper in my mouth, and I’m watching the timer go down. Just physically, I lacked the ability to speak properly and just trying to force my way through it.

Cory Hewett: [00:18:06] So, the stress was just a little bit surprising. And I think that you’ll get that on your entrepreneurship journey. No matter who you are or what the circumstances, you’ll go through that too. But that was a bit of a surprise.

Michael Blake: [00:18:19] Okay. And is there a part that you thought was the hardest to address? Was it the stress? Was that the hardest part, or the time you had to put in, or was there something else that stood out as a challenge of being a participant in something like this?

Evan Jarecki: [00:18:33] Well, I think Cory had mentioned this in the beginning was the focus of, as a business owner, putting everything into your customers and your product. And because of the time consumption, it was highly distracting towards being able to focus on product and on customers because there were days that would go by where the entire day was spent preparing for the next presentation, or just creating the slide deck, or whatever it might have been, and that can distract from the main goal. And sometimes, it would just be challenging to say that the purpose, why we’re in this competition is for customers, is for the business, and just kind of reassuring that. Even though you may not be developing or making that very next feature in the moment, that serves a very important purpose. So, just making sure that balance was maintained between both throughout the time.

Michael Blake: [00:19:28] I want to stop and highlight that because I think that’s very important and very instructive that if you walk into this process thinking that’s going to, kind of, be the side gig that you spend a couple hours a week, you’re not going to be very successful. You’ll probably be eliminated in the first round, certainly, and are unlikely to win.

Michael Blake: [00:19:47] And I didn’t realize, as you really took the perspective, this was not a side gig. This is part of executing your business, right. And the fact that you are willing to hold days off from the “core operations” of your business to pursue that exercise, I did not know that. And I think that if you’re listening to this, and you’re thinking about being in this kind of program, and you have designs of being successful, are you in a position to make that kind of commitment? Because if you aren’t, maybe this isn’t the right time to do it. So I think that’s a very important bullet.

Cory Hewett: [00:20:26] And that’s okay to do too.

Evan Jarecki: [00:20:28] Right.

Cory Hewett: [00:20:28] Through that exercise, we’ve become pretty selective-

Evan Jarecki: [00:20:31] Yes.

Cory Hewett: [00:20:31] … in what we choose to do because we can lose the competition and win at the business. But winning at the competition does not necessarily guarantee, in any way, that you’re going to win a business.

Evan Jarecki: [00:20:44] Right.

Cory Hewett: [00:20:44] So, you have to focus on the business first. And if you do take a day, or two days, or three days off for the competition, you have to keep in mind it’s, in many ways, a vanity. It doesn’t change your core business, it won’t make your customers happier necessarily, and your product won’t be any more mature, or better tested, or better evolved at the end of the process.

Michael Blake: [00:21:02] But you had a goal of starting to build a network and starting to get your name out there, right.

Evan Jarecki: [00:21:08] Exactly.

Michael Blake: [00:21:08] I think that was part of the justification that — I mean, yeah, you also want the money and the prize. We’ll get to that in a second, but you’re students at Georgia Tech at the time or recently graduated?

Evan Jarecki: [00:21:19] Myself, recently graduated.

Michael Blake: [00:21:24] Okay.

Cory Hewett: [00:21:24] Yeah, I appreciate the intro at the beginning, but I actually left with a couple of classes left my senior year to found this company.

Michael Blake: [00:21:30] I didn’t know that.

Cory Hewett: [00:21:31] So, I’m not a graduate of Georgia Tech.

Michael Blake: [00:21:32] The secret is out.

Cory Hewett: [00:21:33] I’m a, yeah, senior year drop out of Georgia Tech that left to pursue this. I went full time.

Michael Blake: [00:21:39] Well, you’re like a bunch of other loser dropouts like Mark Zuckerberg and Bill Gates. So, what did they ever do, right? Yeah, I’m sure they’ll be happy to have you back at your leisure. So, talk-

Cory Hewett: [00:21:54] You’re bringing up what — we had just left Georgia Tech, and with the value going to be that we could get more credibility in addition to the cash and services. And the answer was we had to be somewhat calculative. And we knew that as very junior members of the entrepreneurship community in Atlanta, we’d have to be willing to spend a little bit more time to get that exposure.

Cory Hewett: [00:22:15] And we knew that we were going to have to raise. We’re a company that has smart software, as well as hardware. So, we knew that raising money, fundraising would be on the horizon. And actually, the investment and the time within the pitch could be recycled just in benefiting the education to young entrepreneurs, and all the materials and presentations we’re preparing for these pitches could be recycled in the future outside of the competition as well. And actually, consolidating it, getting the mentor help, for instance, from you.

Cory Hewett: [00:22:44] And one of the things that you did that really helped us out was when you brought together that Shark Tank style, other community people-

Michael Blake: [00:22:50] Oh, yeah. I forgot about that

Evan Jarecki: [00:22:52] Right.

Cory Hewett: [00:22:52] I remember that so well because it gave us that raw, critical feedback that mom, and dad, and friends, and even people that you know in the community may not be willing to tell you, “That’s a terrible side. Oh, no, that I didn’t understand you at all. I would never invest in you.” I mean, you need that feedback. And you helped give it to us. So we were able to make the decision, not just hopefully we win some money, but even — we set out to do our best to win, but we knew even if we didn’t, we could recycle that effort and turn it into something positive for the business down the road.

Michael Blake: [00:23:25] I forgot about that. Even at that point, we’ve been working together for, I don’t know, about 10 weeks or so.

Cory Hewett: [00:23:30] Right.

Evan Jarecki: [00:23:31] Right.

Michael Blake: [00:23:31] And by that time, as a mentor, I’m starting to drink the Kool-Aid, which means that my ability to be that effective sounding board on myself was starting to become impaired, frankly. So, that probably is a good lesson that if you’re in a program and your, and your mentor isn’t setting that up, set that up for yourself, right, because.

Cory Hewett: [00:23:52] If your mentor is too nice, that’s a problem.

Michael Blake: [00:23:54] It can be, it can be. So, you received cash, and services, and prizes. I’ve heard people sort of kind of thumb their nose at $50,000 in cash, but 50 grand for a startup, actually, you can get a lot done with that.

Evan Jarecki: [00:24:10] Right.

Cory Hewett: [00:24:11] That actually really helped to one of our first full-time employee hires.

Michael Blake: [00:24:15] Really?

Cory Hewett: [00:24:15] We talked with contractors and part time. But you bring on that first FTE, you want to make sure that you don’t have a couple of weeks of salary in the bank. You want a couple months that you can play this.

Michael Blake: [00:24:24] You’re not laying off in three weeks.

Cory Hewett: [00:24:26] Right. “You’re hired. Oh, just kidding.” This is-

Michael Blake: [00:24:29] Thanks for everything. There’ll be no severance.

Cory Hewett: [00:24:30] So, the $50,000 cash made a difference to us because we are bootstrapping as hard as we could. As young entrepreneurs at the very beginning of their journey, you’re hustling, and you’re putting everything together that you can. And to bring that first person on board full time, that’s the difference it made for us, along with a couple other things.

Cory Hewett: [00:24:51] So, that’s what we saw in our mind. If we win this, we can earmark the funds to grow the team. And I don’t know if I’m skipping ahead on how you wanted us to talk about it.

Michael Blake: [00:25:02] Go ahead. Keep going.

Cory Hewett: [00:25:02] I’m speaking on chronologically, but that was a big moment for us. We did win the competition. That was a proud moment. And then, we immediately put up our first job ad for a full-time employee and and brought them on. And that was another huge victory. And that really helped the product and the customers. And so, it turned into something really positive for us.

Michael Blake: [00:25:26] And on the other side, you also won some services. I’ve always kind of wondered how much do the winners actually take advantage of the services? I think my firm offered business valuation, and somebody is offering legal services, accounting services, I don’t know, manicures, mani and ped. I have no idea. Did you find yourself taking advantage of those?

Cory Hewett: [00:25:48] We printed out that Excel spreadsheet, and we went down the list, and we contacted every single one, and we are going to extract 100% of the value that we could out of it.

Evan Jarecki: [00:25:57] Right.

Cory Hewett: [00:25:57] And it actually turned into some pretty neat relationships that we still have today. At the time, you were working for HA&W.

Michael Blake: [00:26:04] Yeah, Arpio now. Yeah.

Cory Hewett: [00:26:04] Right. We now continue to work with Aprio.

Michael Blake: [00:26:08] Good.

Cory Hewett: [00:26:08] We were able to work with a PR team called the Carabiner.

Evan Jarecki: [00:26:13] Yeah, we worked with Carabiner still to this day. And that was where we had been introduced to them was from the business launch competition.

Michael Blake: [00:26:20] So, you’re working with them. I’ll go ahead and give them some free ads. I’m a big fan of Peter Baron’s and Carabiner, so.

Cory Hewett: [00:26:25] So, we love working with them. And we wouldn’t have had that relationship without them participating and giving their services. And we were able to spread out the dollar amount, so it lasted us about a year of being able to work with Peter and his team to benefit the company. I mean, Evan, you’re still working with our account rep there pretty much daily, right?

Evan Jarecki: [00:26:45] Yeah. In a week-to-week basis, but participating in some of the things that we plan for on the day to day. Like most recently, one of the biggest events that we’ve done was a livestream product launch. This is something that Carabiner was heavily involved in and actually participated in person for some of the event planning. So, the introduction has been extremely valuable to the growth of our team and of our product.

Cory Hewett: [00:27:16] One of the services that really stood out was with the management psychology group and-

Michael Blake: [00:27:20] No kidding.

Cory Hewett: [00:27:21] Yeah. And it’s exactly what it sounds like. Evan and I probably wouldn’t have chosen to do this if we had to pay cash out of pocket to do this, but having gone through the experience, now, I see that there’s a lot of value in this, especially if you’re head hunting for a founder level role or an executive level role.

Cory Hewett: [00:27:37] But it was a two-day process, two half days where Evan and I went in, and they tested all parts of our psychology. They had quizzes for intelligence, et cetera, et cetera, to try to see how people would work together. And I don’t think we would have done it because we already knew — Evan and I already knew we worked well together because we were great together.

Cory Hewett: [00:27:55] But we went through the process, and it was so fascinating to have a broken down for why that was. And when we got the results back of this management psychology test, Evan and I at the core groups, the big categories, were highly, highly similar. But when they broke it down to the subgroups, the reason why and the little things that make people unique, he and I were extremely dissimilar.

Cory Hewett: [00:28:19] So, it was like we shared common big goals, but we had lots of compliments where I was weak, he was strong; where he was strong, I was weak. And it played really nicely to to see how that worked out. And we wouldn’t have got that either without the services. And that’s just an example to me that stands out. I still remember it today, like, “How do you work so well with Evan?” Like, ” Actually, it’s fascinating. I have a diagram that shows that.”

Evan Jarecki: [00:28:42] We kept it [crosstalk].

Michael Blake: [00:28:43] Those are my strengths.

Evan Jarecki: [00:28:43] And they’re really neat. I mean, yeah, it was very in-depth and something we’ve kept, and I think it hold — I mean the exact same thing holds true to this day. It’s very interesting. And, yeah, it was fun experience.

Michael Blake: [00:28:59] It’s weird how sometimes topics come together. Right after this one, we’re going to be recording a podcast about executive leadership basically from another kind of industrial psychology company. I may kind of bring that up with them and see kind of what their view is on those kinds of approaches. One thing that also struck me about when you guys won, you both have family there to think, right?

Evan Jarecki: [00:29:24] Yeah.

Cory Hewett: [00:29:25] Yes, yes.

Evan Jarecki: [00:29:25] And both the public pitches we had family.

Michael Blake: [00:29:28] You did, okay. And I’ve never asked you this question. It’s a little off topic. So, if you don’t want to answer, we’ll edit it out. But was there a sense of kind of validation? I don’t know if you have entrepreneurial families or not. If you don’t, sometimes, they’re kind of looking weary. You’ve got this great education. Why aren’t you going and getting a job? You’re Gulfstream. You could have had a great career there, six figures, right?  Was there any kind of validation, maybe, to family members that were worried about the risk you took that this is sort of an external validation that you guys are going to be okay and really onto something? Or am I playing Dr. Phil, and I should knock in the psychology business?

Cory Hewett: [00:30:15] I don’t know if Evan would share this necessarily.

Evan Jarecki: [00:30:19] Yeah.

Cory Hewett: [00:30:19] So, I hope you don’t mind if I do.

Evan Jarecki: [00:30:21] Yeah, yeah, go for it.

Cory Hewett: [00:30:21] But Evan did have the job lined up when he was graduating. So, he’d already accepted the job offer from Gulfstream. He had already selected his apartment. He was ready to go make that transition in his life when we started talking about Gimme. And my pitch to him is, “Hey. we should work a hundred a week. And we can’t pay each other any number of dollars probably the first year or so. And it would involve you not going down to Savannah, and you’d have to quit your job that you haven’t started yet. And maybe make sure that your parents are comfortable leaving you on health insurance and stuff a little longer. How does that sound?” And-

Michael Blake: [00:30:56] I guess it sounded all right.

Evan Jarecki: [00:30:58] Well, I think the way I describe it is that it unlocked a — I had some sort of limiter on where I thought a career — what I thought a career meant. And I don’t think I had ever considered entrepreneurship as a career path until there was an opportunity presented to me and, actually, think about what that could mean. And so, it just totally removed the limiter and said, “There is no reason not to take this opportunity,” is what it became. So, I just had to put the pieces together to make it work.

Cory Hewett: [00:31:31] So, I remember when Evan told me, “Yeah, I talked to my parents about it. They’re a little concerned, but they’re supportive. And they’re really good people. So, they were supportive, but I could tell that mom’s eyes got real big when she’s like, ‘Oh, he’s he’s quitting the Gulfstream job that he hasn’t started yet.'”

Michael Blake: [00:31:46] That’s nice.

Cory Hewett: [00:31:47] “What’s the new salary?”

Evan Jarecki: [00:31:48] “What’s the plan here?”

Cory Hewett: [00:31:48] “Oh, it’s nothing.” “Oh, good luck.” And she’s

Evan Jarecki: [00:31:53] Right, not another job that pays you. No, it was totally different.

Cory Hewett: [00:31:57] So, I remember for them, they were in the audience when we made it through that first round. And I don’t know, the look on their face. And my parents were there too, and I think they were proud. But I know for your parents, that was a first entrepreneurship, big endeavor that you’ve done, the big first external validation.

Evan Jarecki: [00:32:14] Yes, yes.

Cory Hewett: [00:32:15] You could just see the pride, and you could see a lot more confidence. Like, “Wow! Our son is not just ‘trying to be an entrepreneur’ but people believe in him too.” And the next thing happened on that final round, we didn’t just invite mom and dad. We invited grandma, grandpa. And then, we also invited a couple of our customers and a couple of the other people that have been rooting us along along the way. Evan, I know you took a valet job at the very beginning of Gimme-

Evan Jarecki: [00:32:41] Yes.

Cory Hewett: [00:32:41] … to pay the bills while we’re making the company work. Did you invite one of your top valet customers there, too?

Evan Jarecki: [00:32:47] Yeah, yeah. That may have been my first — actually, that experience is a big failure that turned into a really happy valet customer, if you will. I didn’t own. I just worked for the valet company, but there was an experience we had with just a car parking situation where I was able to diffuse the whole situation. I caused it, and I diffused it, and it became a really happy repeat customer. And they actually got involved with what we were working on at Gimme, and they participated in the TAG, the business lunch competition as well. So, we brought in, yeah, people from kind of everywhere during the first year’s journey.

Michael Blake: [00:33:30] I remember that. You had a lot of fans in that room. And when you won, it looked like kind of the end credits of, sort of, Family Feud. I mean, they swarmed the stage. And I thought they put you up on their shoulders. But it was great to see. Have you done anything like that since? Have you been in any other contests, or did you just retire after one championship?

Cory Hewett: [00:33:53] Quite like that. No, we haven’t been in any multi-round pitch kind of situations quite like that.

Evan Jarecki: [00:34:00] That’s true. That’s true.

Cory Hewett: [00:34:00] And most of it had to do with we extracted a lot of the value that we could. And like we mentioned, a lot of it was getting in front of the right people, in addition to cash and services, getting a name for ourselves in the Atlanta community. And thankfully, it helped us do that. So, now, I don’t know if the reward for doing that again would be as profound or pronounced for us. But we have competed in a couple other competitions since like-

Evan Jarecki: [00:34:22] Actually, the TAG Business Launch unlocked many opportunities in the area. We were invited to Venture Atlanta, one of the largest now that we’ve seen and participated in. And actually, it speaks to — this kicked off and falls in right in line with us as one of our core values. The number one is fiercely driven to win.

Cory Hewett: [00:34:49] That’s our top core value in the team.

Evan Jarecki: [00:34:51] That’s our top core value. And it’s related to customers, and it’s related to making sure that we are working for them. But it also does speak to the competitive nature of applying ourselves in these areas. So, we do participate in other contests and competitions. Recently, we won Best B2B Startup in Atlanta. There would be-

Cory Hewett: [00:35:14] We had a number of good competitors in that category.

Evan Jarecki: [00:35:15] [Crosstalk] is in that one. So. we’ve won, and we’ve lost, but we do participate. And when we do, we like to do a good job.

Cory Hewett: [00:35:25] I remember one of the ones that we lost actually right after the TAG Business Launch competition, we were kind of on a high feeling of, “Wow! If we set our minds to it-”

Evan Jarecki: [00:35:35] Like, how big can we take this thing? Where can we go with it?

Cory Hewett: [00:35:37] And our very next big thing that we applied for was actually the first season of Apples TV show called Planet of the Apps-

Evan Jarecki: [00:35:43] Right.

Cory Hewett: [00:35:44] … where they were going to look at software startup founders and how their journey is going. And we made it past the first round. And then, they unceremoniously dropped us and let us know that we didn’t make it past the second round. And so, yeah, we’re trying and failing. But we try to be selective, so that we continue to keep our top focus on products and customers. But like Evan said, we’ve just recently been named Atlanta’s Best B2B Startup. We were named recently as well to Atlanta’s 50 on Fire. We’re proud of that accomplishment. That was just a couple of weeks ago.

Cory Hewett: [00:36:15] Within the industry, our team as a whole has been named Pros to Know. And some of the individuals have been named, individually, the Pro to Know on separate years as well. Each one of our products, and we have three now, each one of our products has been named the number one product in vending the years that it has been released. So, we’re super proud of that as well. So, yeah, we’re trying, sometimes failing, but we’re continuing to try and apply that fiercely driven to win mentality.

Michael Blake: [00:36:43] Well, these are harder to win. It’s not like a basketball game. It’s more like a golf tournament, right. Basketball game, you have one opponent. That’s it, right. But you have to be in the field, right.

Evan Jarecki: [00:36:54] Right.

Michael Blake: [00:36:55] Even Tiger was in his heyday, right, only one 20% of his tournaments, right. And arguably the best that ever played. So, I think you’re doing all right.

Evan Jarecki: [00:37:07] Thank you.

Michael Blake: [00:37:07] I think you’re doing just fine. So, since the competition, tell us the story now. How are you guys doing? You, obviously, want a lot of awards award. You’re expanding. You guys able to pay yourselves now? You’re not [crosstalk]-

Cory Hewett: [00:37:23] I’m not at all free anymore.

Evan Jarecki: [00:37:25] Right.

Michael Blake: [00:37:25] You’re not working for free anymore. Good, good. You have the most up to date max, I assume.

Cory Hewett: [00:37:29] Yeah, we do. The tool kit we actually advertise as part of our recruiting tool, everyone gets a brand new Apple products to be able to get their job done well. So, yeah, we’re expanding. We have about 20 people on the team now. We’ve got great offices. This year, we’ve just added 401(k) to our suite of benefits.

Michael Blake: [00:37:50] Wow. Yeah, you’re really growing up.

Cory Hewett: [00:37:52] And I think that we have a team culture that has attracted serious top players. So, we’re really proud of that accomplishment. I know that maybe people don’t speak to those metrics first, but a team of people that we have to work with now is just incredible. When you work at, if you will, alone, and then you hire that first one, if you can surround yourself with other people who are willing to match that and just put in so much effort to help the business succeed, it’s something special. It’s a different feeling than when you first started the company. So, that would be my top metric of success is the team right now is just crushing it. And we’re so proud of them.

Cory Hewett: [00:38:27] Outside of the team as well, we’ve seen our products and services grow. We started with the one. We talked about, we exploded our competitors product. That’s how we started. That was one product. But now, we’ve seen it expand from just a field service tool to — you mentioned it at the very beginning. Now, we’re managing the products and their inventories for the entire warehouse, the schedules of the people that service. Our software has expanded.

Cory Hewett: [00:38:53] And then, earlier this year, we announced that we could handle not only an entire warehouse of inventory and field services, but we could do that through computer vision and a neural network training. And to see that start to take off has opened up our customer base from just vending operators to, now, vending operators, micro market operators, and people who deliver to grocery stores. And for the first time, that means that, now, some of our customers are publicly traded, and we’re just thrilled at the growth that we’ve seen even as recently as this year that’s taken us to a new level.

Michael Blake: [00:39:31] So, I’m curious, to get to that point, have you raised any outside money? Are you still just self-funded?

Cory Hewett: [00:39:37] We did raise money. After the TAG Business Launch competition, we raised an angel round. We’re able to include David Cummings and John Lally, which were introductions that were either directly or indirectly helped, actually, from the competition. That’s where we raised our first half million. And since then, we’ve added a couple other institutional and larger people on our cap table as well. So, today, we’ve raised just over $2 million. And then, we have our sightline to a couple more exciting things in the near future.

Michael Blake: [00:40:08] Very good. So, I promise I won’t keep you here too long. So I’m going to wrap it up. But if people are kind of thinking about getting into a competition of their own, they want to know if they should do it, or get some advice, can they contact you guys?

Evan Jarecki: [00:40:23] Yeah, absolutely. Best way to reach out to us is, first, through our website, www.vending.ai, and go to our team page there. You’ll see Cory and my own, our bios and profiles. And you can get connected with us there. We’ve actually love participating in the Atlantic community, especially as mentors, and volunteers, and programs we’ve been a part of in the past. And then, look, of course, for any individuals, one on one. Cory will give anyone’s slide presentation good judging, that’s for sure. And it’s worth it. Trust him with that one. He’s got a knack for it, so.

Michael Blake: [00:41:02] All right. Well, that’s going to wrap it up for today’s program. I’d like to thank Evan Jarecki and Cory Hewett of Gimme Vending so much for joining us and sharing their expertise with us.

Cory Hewett: [00:41:12] Thank you, Mike.

Evan Jarecki: [00:41:12] Thank you.

Michael Blake: [00:41:12] We’ll be exploring a new topic each week. So, please tune in so that when you’re faced with your next business decision, you have clear vision when making it. If you enjoy this podcast, please consider leaving a review through your favorite podcast aggregator. It helps people find us so that we can help them. Once again, this is Mike Blake. Our sponsor’s Brady Ware & Company. And this has been the Decision Vision Podcast.

Tagged With: Cory Hewett, Dayton accounting, Dayton business advisory, Dayton CPA, Dayton CPA firm, early stage startups, Evan Jarecki, Georgia Tech, Gimme, Gimme Vending, in-kind services, Metro Atlanta Chamber of Commerce, Michael Blake, Mike Blake, pitch competition, pitch contest, startup company, startup competition, startups, Technology Association of Georgia, Venture Atlanta

Larry Williams with The Technology Association of Georgia, David Katz with Nelson Mullins Riley & Scarborough, Jeffery Gapusan with FinTech at ATDC, Jonathan Burke with Ernst & Young, Susan O’Dwyer with Aprio

May 7, 2018 by angishields

Atlanta Business Radio
Atlanta Business Radio
Larry Williams with The Technology Association of Georgia, David Katz with Nelson Mullins Riley & Scarborough, Jeffery Gapusan with FinTech at ATDC, Jonathan Burke with Ernst & Young, Susan O'Dwyer with Aprio
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Larry Williams

President & CEO, TAG

Twitter: @LarryKWms

http://www.tagonline.org/

Bio: Mr. Larry K. Williams has been President at The Technology Association of Georgia since 2017 and serves its Chief Executive Officer. Mr. Williams served as the Chief Executive Officer and President of The Beacon Council Inc. until October 31, 2016. Mr. Williams is a recognized leader in economic development, bringing more than 20 years of experience in global branding, international trade and finance, public and industrial policy and administration and management. He is a consensus-builder and communicator with a background in information technology, aerospace, advanced marketing and start-ups, is responsible for leading and further developing and implementing the strategy of the public-private partnership created in 1985 to attract companies to Miami-Dade County.

He began his work at The Beacon Council, one of 36 accredited economic development organizations in the nation, in October 2013 after a nationwide search for a candidate who excelled in economic development as well as inter-personal skills. Mr. Williams’ accomplishments in the public and private arenas combined with his experiences with Latin America and the technology industry permeates his leadership style to drive The Beacon Council and Miami-Dade County to greater competitiveness. He helped shape the vision for Atlanta’s technology industry as Vice President of Technology Development at the Metro Atlanta Chamber (since 2011). He provided leadership and direction to the Chamber’s Mobility Task Force, the effort to position Atlanta as a global hub of mobile technology and the Technology Leadership Council, where he was also recruited after a national search to provide leadership.

In the State of Washington, Mr. Williams garnered a list of special assignments and honors including serving on the Governor’s Global Competiveness Council, where he created and led all processes and committees. The council’s report served as the basis of the state’s new 10-year economic initiative. In 2008, he was appointed by Gov. Christine Gregoire as co-chair of the newly created Washington State Tourism Commission and the following year he was appointed to serve on executive cabinet. As Assistant Director of International Trade for Washington State Department of Commerce, Mr. Williams managed the merger of the International Trade and the Economic Development Divisions of the State Department of Commerce.

His responsibilities increased from managing 14 employees with a $6 million budget to 66 employees with a $130 million budget. He recruited, retained or expanded 692 companies statewide; created or retained more than 17,000 jobs and generated more than $1.8 billion in private investment in fiscal years 2008/2009. He developed and implemented initial sales goals for each team member and exceeded three-year projections by more than 40 percent, documenting more than $43 million in actual sales. Under his leadership, Washington State opened its first foreign offices in Mexico City, Frankfurt, Germany and Guangzhou, Shanghai and Beijing, China.

In his native North Carolina, he rose through the ranks to Director of Operations of the International Trade Division for the North Carolina Department of Commerce. He developed business opportunities for client companies throughout Canada and Latin America. He served as Director of The Beacon Council Inc., until November 07, 2016. He studied in Costa Rica and speaks Spanish. He is a graduate of North Carolina State University and the Darlington School.

David Katz

Partner, Nelson Mullins

Twitter: @KatzFDavid

https://www.nelsonmullins.com/

Bio: David Katz is a partner in Nelson Mullins Riley & Scarborough’s Atlanta office where he leads the Privacy and Information Security Practice Group. He provides legal advice on matters related to the privacy laws affecting multiple sectors of the economy including retail, financial services, education, healthcare, and technology. He counsels corporate clients on the development, management and oversight of privacy and compliance programs, vendor management programs and assists them in developing policies and procedures, education strategies, implementation of auditing and monitoring controls, reviews of disciplinary and enforcement activities, and risk assessments. His corporate practice includes providing privacy and security due diligence reviews for mergers and acquisitions. He represents client at all stages of incident response from investigation, notification, remediation and defense of litigation and regulatory inquiry.

Jeffery Gapusan

Startup Catalyst and Head of FinTech at ATDC

http://atdc.org/

Bio: Having spent the past 15 years in New York, Jeff comes to Georgia with the goal of making it a Global FinTech capital. He is a proven dealmaker with international finance and capital markets acumen. Jeff prides himself on being able to quickly identify operational challenges, determine valid solutions, and obtain buy-in from multiple stakeholders.

Most recently, Jeff managed revenue generation operations and capital relationships for TradeRocket, an Atlanta-based startup. In his capacity as CRO and head of capital markets, Jeff led initiatives in Latin America and the United States with key clients, investors, financial sponsors, and strategic partners.

Prior to TradeRocket, Jeff founded Makai Advisory Services, a full-service business development consultancy for the alternative investment sector. It was here that Jeff began his foray into FinTech. Working with an early investor in the marketplace lending space, Jeff researched and became an expert in the FinTech space. Leveraging his knowledge of the operations and hurdles often found in institutional finance, he enabled companies to develop winning strategies. Utilizing his expansive network, Jeff consulted with industry leaders to develop ways in which companies in the two sectors could collaborate.

Jeff began his finance career as part of Salomon Smith Barney’s Sales & Trading Associate Training Program. He subsequently served domestic and international banks on the Financial Institutions Desk prior to joining the Mortgage-Backed Securities sales team. As a specialist in structured credit, he later focused on driving mandates for asset managers in the space enabling more than $5 billion in deal-flow in commercial real estate, leveraged loan, and asset-backed structures. Jeff later joined Cantor Fitzgerald as a managing director. He was a pioneer in Cantor’s foray into the alternative investment space driving critical engagement efforts between hedge fund and fund-of fund clients and some of the world’s most relevant alternative investment allocators. In 2009, Jeff spearheaded the establishment of Cantor’s London-based European Structured Products sales and trading desk.

A veteran naval officer, Jeff has more than 1,500 hours of flight time over combat zones in the Middle East, the Pacific Ocean, and the Mediterranean Sea. He directed flight operations in multiple theaters and was handpicked to represent U.S. interests with NATO allies and other foreign governments and militaries on key strategic and training initiatives.

Jonathan Burke

Senior Manager – Financial Services Risk Management at Ernst & Young

http://www.ey.com/

Jonathan joined EY in 2012 and is a leader in the Financial Services Advisory practice focusing on strategic risk and regulatory affairs. He previously served as a senior policy advisor in the U.S. Department of the Treasury’s Office of Terrorism and Financial Intelligence where he was responsible for developing and implementing global strategies to support US national security policy.

In his current role, Jonathan advises large global financial institutions, including global banks, insurance firms, and broker dealers, on matters related to regulatory compliance and related technology.  He has developed and executed numerous risk assessments for some of the largest banks in the world and has performed compliance assessments at the request of US and UK regulators.  Jonathan has also worked with clients on applying advanced technologies, including robotics, analytics, and machine learning, to automate certain risk functions.  Jonathan regularly contributes insights on the implication of foreign policy matters for EY’s global client base through EY’s Geostrategic Business Group.

Susan O’Dwyer

Director of Corporate Citizenship and Community at Aprio

https://www.aprio.com/

Susan is director of business development at Aprio and by all meanings of the word, a connector. By more than virtue of her career, Susan loves meeting and building relationships with individuals from all areas of business. In her roles at Aprio, Susan is responsible for driving business development across all industry sectors serviced by the firm. Susan’s willingness to help companies be successful has led to her own personal career success.

Susan’s specialty lies in the technology and venture capital industries, two industries that go together hand-in-hand. She is known throughout the Atlanta business community for her passion for connections, which resulted in Susan being recognized as one of the Top 50 women you need to know in Atlanta by the Atlanta Business Chronicle, as one of the 100 most influential people in the tech community and as a finalist for the 2012 Turknett Leadership Character Awards.

As the director for civic & community relations, Susan acts as the main point of coordination regarding civic and community activities throughout the firm. Her role is to maintain open communication with civic leaders and community partners, creating good will on behalf of Aprio.

Tagged With: Ernst & Young, FinTech, Nelson Mullins Riley & Scarborough, Startup Catalyst, Technology Association of Georgia

Brandy Duncan with Sandy Springs Perimeter Chamber, Shane Foster with TAG and Adrian Marshall with JCI – Atlanta

May 17, 2016 by angishields

Atlanta Business Radio
Atlanta Business Radio
Brandy Duncan with Sandy Springs Perimeter Chamber, Shane Foster with TAG and Adrian Marshall with JCI - Atlanta
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Your Most Trusted and Respected Source For Pro Business Talk in Atlanta. Tune in LIVE Monday, Wednesday and Friday 10am and always on at AtlantaBusinessRadio.com

 

sandy (2)
Adrian Marshall, Shane Foster and Brandy Duncan

 

 

 

 

brandy
Brandy Duncan

 

 

Brandy Duncan / Sandy Springs Perimeter Chamber

Marketing & Events Manager

Brandy Duncan is the Marketing and Events Manager for the Sandy Springs Perimeter Chamber. Graduating from the University of West Georgia in 2014 with a BS in Public Relations and Minor in Marketing. She started her first job directly after graduation with Georgia-Pacific, LLC as their Corporate Events Assistant for Corporate Communications and Marketing. After being with Georgia-Pacific for one year she accepted a job with the Sandy Springs Perimeter Chamber.

The SSPC’s mission is to build connections and business in the local community. The chamber hosts several networking events monthly for members and non-members to participate in to further their business and community relations. Brandy is responsible for marketing and planning all events for the chamber including: Monthly Chamber Luncheons, Networking at Noon, Coffee & Contacts and Young Professionals.

For more information regarding the Sandy Springs Perimeter Chamber or events please contact Brandy at: (404) 476-4805or brandy@sandysprings.org.

 

 

 

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Brandy Duncan

 

 

 

 

shane
Shane Duncan

Shane Foster / Technology Association of Georgia (TAG)

Director of Corporate Relations

Shane Foster is originally from Tampa, FL, and a graduate of Florida State University. He then received his master’s degree in non-profit administration from Georgia State University. Currently, Shane is a Director of Corporate Relations for the Technology Association of Georgia (TAG). For any questions regarding TAG, or if you want to get involved in any way, please contact him at: shane@tagonline.org

 

 

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Shane Foster and Brandy Duncan

 

 

 

 

Adrrian
Adrian Marshall

Adrian Marshall / JCI – Junior Chamber International – Atlanta

Executive Vice President

AdrianMarshall-Bio

 

 

Adrian
Adrian Marshall

 

 

Tagged With: Entrepreneurship, Radiox, Sandy Springs Perimeter Chamber of Commerce, Shane Foster, TAG, Talk Radio, Technology Association of Georgia

Ben Hendrick, Managing Director, Global Delivery – Enterprise Systems & Networking for the Dell Corporation

November 18, 2015 by angishields

Ben-Hendrick-and-Ricky-Steele-at-the-2015-CIO-of-the-Year-Awards-11-13-2015
Booth 61 with Ricky Steele
Ben Hendrick, Managing Director, Global Delivery - Enterprise Systems & Networking for the Dell Corporation
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Ben Hendrick and Ricky Steele at the 2015 CIO of the Year Awards 11 13 2015As always it was an honor and privilege to have Ben Hendrick join me in Booth 61 at the GCLA 2015 CIO of the Year breakfast. I met Ben in 2006 or 2007 while he was earning his MBA at Kennesaw State University. Ben and I became more than friends. Many call us Brothers from different Mothers. 🙂

I am in awe of what Ben has accomplished since joining Dell in 2009. Everyone knows who Michael Dell is and the great success of his company. In 2009, I did not know anyone who worked at Dell nor did I ever see anyone from Dell at industry events. Within a year of Ben joining the company he became the Face of Dell in Atlanta. There were not 10 CIO’s in Atlanta who could have given you the name of their sales executive from Dell in 2009. Today there is not a CIO in Atlanta who does not know and respect Ben Hendrick. Ben is the Face at TAG, TechBridge, WIT and so many other organizations in our community. The Dell After-Party at the annual Techbridge Digital Ball is legendary.

If you don’t know Ben Hendrick, I hope you will listen to this short interview and then connect with Ben on LinkedIn or other social media. You will connect with one of the greats!

Tagged With: Dell, Digital Ball, GCLA, Georgia CIO Leadership Association, Kennesaw State University, KSU, MBA, Michael Dell, Ricky steele, SecureWorks, TAG, TechBridge, Technology Association of Georgia, The Heart of Networking, WIT, Women In Technology

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