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20 results for “operational standardization”
I have no idea what these acronyms even mean, let alone how to implement them. So So here's the thing. These are not nice to haves. These are deal blockers. Without SSO, without SCIM, without RBAC, without audit logs, you simply cannot close enterpri
1:20:59 / 1:22:01
from transcript1:20:59 – 1:22:01
Do you have SCIM provisioning, s c I m? What about RBAC, r b a c? And you're thinking, I have no idea what these acronyms even mean, let alone how to implement them. So here's the thing. These are not nice to haves. These are deal blockers. Without S
1:39:00 / 1:40:08
from transcript1:39:00 – 1:40:08
And it's, like, 47 pages long with requirements that kinda sound like alphabet soup. Do you support SAML two dot o? Can you integrate with our Okta? Do you have SCIM provisioning, s c I m? What about RBAC, r b a c? And you're thinking, I have no idea
2:04:24 / 2:05:43
from transcript2:04:24 – 2:05:43
sort of same question about companies. What's the company that could have been a trillion that didn't, that you would have to change the least to make it a trillion. You know, they get that one exec. They get that one lawsuit. It just goes differentl
32:56 / 34:25
from transcript32:56 – 34:25
So, you know, and then there was this PC wave with all these, like, you know, basically these sort of, you know, cat and dog kind of early PCs, from like '76 to '82, and they basically sold the basic interpreter to all the those companies, and that's
33:43 / 34:48
from transcript33:43 – 34:48
Well, turns out our standard oil friends have an escape plan that they've already hatched, that they have in their back pocket. It just for this very occasion. So, Standard Oil lawyers had figured out that in the state of New Jersey, now they have op
9:00 / 10:01
from transcript9:00 – 10:01
And a lot of, like, tech jobs are in the space. I think, like, data science is kind of in the space as well, even some of the, like, strategic finance stuff. But as you move further and further away from software engineering and, like, what what is c
54:43 / 55:46
from transcript54:43 – 55:46
And, went off to business school, went and joined Goldman Sachs in the mergers and acquisitions department, then was asked to move out to San Francisco to help start our tech group. So it was our first m and a banker on the ground focused on technolo
5:17 / 6:24
from transcript5:17 – 6:24
left, right, and center, especially once they figured out all the business tactics that were really gonna let them press their advantage. You know, he had some very bad lieutenants, so he could stay as, plausibly good as possible. Rockefeller was for
48:44 / 49:50
from transcript48:44 – 49:50
is different than buying business that's doing 50 of EBITDA off the professional management team that's been coming in together and have run a business three times the side before and now coming down to run it. And so back to the system. To me, every
3:28 / 4:58
from transcript3:28 – 4:58
I think it's gonna impact all of us, and I think the change is gonna come much quicker than than most of us are probably anticipating. So, one, the managers that we work with when we're building a an SMA, we're sort of putting them in a standard oper
10:34 / 11:43
from transcript10:34 – 11:43
Yeah. I'd I'd say, within a year, we'll we'll we'll probably still have still have interns. They'll just be smarter. I think the models will get better. I think we'll get a little bit better hooking them up to systems, but I think they'll still be ki
11:19 / 12:21
from transcript11:19 – 12:21
their assistants to do this and that. So we just took this task away from the Athena assistant who would look in the Slack channel and say, okay. These people did their SODs. These people didn't. And it would say, okay. 14 of 20 people are here. Thes
20:11 / 21:26
from transcript20:11 – 21:26
We call that nine innings of baseball. There's literally hundreds of steps that go into each inning, has usually between five and fifteen steps you must go through. When you sign a letter of intent, there's four quarters of closing a deal. We have to
4:20 / 5:36
from transcript4:20 – 5:36
So in the room at the same time, Harry s Truman, president of The United States, Dwight d Eisenhower, the general, right, who will succeed him, 26 year old John f Kennedy as a journalist, some shithead journalist on the side. And all three of those p
45:41 / 46:48
from transcript45:41 – 46:48
make sure that the agents have all of that context instead of just throwing the problem at that tray. Yeah. Coming back to the versions we had, routing was one where you have really high control because even if your agent routes to the wrong departme
53:12 / 54:22
from transcript53:12 – 54:22
starting to fray at the edges. You can't just let that go. And by him saying that, you know, it might crush that person's feelings, but everybody's telling that story to the point where I heard I didn't work for Intel. Right? And that that's a cultur
30:43 / 31:45
from transcript30:43 – 31:45
enclosure on top of it, that's up to them. Okay. That makes a lot of sense to me. And just to be clear, though, this is the norm for your segment. You're not breaking with standard operating procedure on this. Right. This is how every medium duty veh
14:45 / 16:00
from transcript14:45 – 16:00
engineers go and build those workflows. And then six to nine months later, you hit play on this thing that then automates some invoice processing every night or something like that. Right? Like, this new model of, like, you just put an agent in there
35:49 / 37:14
from transcript35:49 – 37:14
And so that's number one. Right? So that that that's the that's the kind of bait layer. Okay. On top of that, you can say, look, you didn't have adequate KYC AML procedures. So your all your procedures are not strong enough. So, so that's another tha
1:17:06 / 1:18:15
from transcript1:17:06 – 1:18:15
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