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646-365 exam Dumps Source : Cisco Express Foundation for Account Managers (CXFA)

Test Code : 646-365
Test Name : Cisco Express Foundation for Account Managers (CXFA)
Vendor Name : Cisco
Q&A : 255 Real Questions

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related Reads

Cisco requires privacy to be regarded a fundamental Human appropriate | killexams.com Real Questions and Pass4sure dumps

San Jose, Calif  – WEBWIRE – Monday, February eleven, 2019

Cisco these days issued a name to governments and residents around the world to establish privateness as a primary human right within the digital economic climate. nowadays, connectivity and know-how have develop into the groundwork for peoples’ economic, social, and cultural alternatives. With IoT, 5G, and AI promising to quickly reshape how we engage with expertise, Cisco is urging governments to undertake complete and interoperable information coverage legal guidelines to comfy that right.

To beginning, Cisco is asking on the U.S. govt to strengthen a US federal privateness legislations that assures purchasers their facts is covered. The American equipment should now not just appear to resolve for today’s privacy discussions around monetization of consumer statistics; it'll intention to solve for the complicated privateness needs of an international where tens of billions of gadgets are related to the internet. 

Cisco urges three primary principles for U.S. law: 

  • make sure interoperability between different privacy coverage regimes;
  • prevent fracturing of criminal obligations for statistics privateness through a uniform federal law that aligns with the rising global consensus;
  • Reassure valued clientele that enforcement of privateness rights should be strong devoid of costly and pointless litigation.
  • Globally, Cisco will advocate for a few general features in privacy law, some of which consist of: 

  • protection: Assign accountability to give protection to the confidentiality, integrity, availability, and resiliency of facts;
  • Transparency: explain how records is gathered, used, transferred, and disclosed;
  • Accountability: ensure governance for statistics below the entity’s stewardship, including an information insurance policy crew, applying a chance-based strategy;
  • Innovation: recognize multi-stakeholder-driven initiatives that raise transparency and supply paths for implementation.
  • “Cisco requires finished and interoperable privacy legislation all over that permits ethical flow of data between countries. laws should still be anchored to the core concepts of security, transparency, equity, and accountability, as a result of privateness is a simple human appropriate,” observed Chuck Robbins, Chairman & CEO, Cisco.

    “As we enter an period powered through IoT, 5G, and AI, it's vital for our shoppers, companions, governments, and the general public to grasp Cisco’s commitment to privacy is more desirable than ever,” stated Mark Chandler, EVP and Chief prison Officer, Cisco. “Our belief that privacy is a simple human appropriate has helped make Cisco probably the most depended on organization of technology items and options, embedding privateness on the core of each and every Cisco technology that powers the web.”

    extra components

    • be trained greater: Cisco calls for US Federal privacy legislations—Leveling the privacy playing box

    • be trained extra: data coverage and privateness on Cisco’s have confidence center

    About Cisco

    Cisco (NASDAQ: CSCO) is the international know-how leader that has been making the information superhighway work when you consider that 1984. Our people, products, and companions assist society securely join and catch tomorrow’s digital possibility today. find more at thenetwork.cisco.com and observe us on Twitter at @Cisco.

    # # #

    Cisco and the Cisco logo are logos or registered logos of Cisco and/or its affiliates within the U.S. and different countries. a catalogue of Cisco’s trademarks will also be discovered at www.cisco.com/go/logos. Third-celebration logos mentioned are the property of their respective owners. the use of the note companion does not suggest a partnership relationship between Cisco and another business.

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    Telemetry and desktop discovering provide basis for Cisco’s cyberattack protection | killexams.com Real Questions and Pass4sure dumps

    Ransomware is so 2018.

    As on-line criminals have realized that ransomware didn’t yield a recurring profits circulation, they have got grew to become as an alternative to cryptojacking, the takeover of computer networks via large botnets to mine cryptocurrency. This land seize of networks has proven intricate to cease and even detect because cryptomining code can work in the history with hapless clients now not suspecting a factor.

    evidence is piling up that cryptojacking has shot up the hacking pop charts. AdGuard software Ltd. has documented a 31-% increase for in-browser cryptojacks and assess factor application technologies Ltd. referred to that 40 % of the true malware it had discovered was working cryptomining operations.

    Engineers at Cisco techniques Inc. have been working on an intriguing strategy to discover community assaults faster and more precisely, pushed through a way of urgency as cryptojacking grows and commercial enterprise techniques run, out of necessity, on encrypted records very nearly from conclusion to conclusion. darkish statistics has made the process of detecting malware and assaults extra elaborate, so security researchers need to get creative.

    It starts with fundamental economics. “If I could make it extra expensive for criminals to conceal and function, then I’m doing my job,” spoke of TK Keanini (pictured), extraordinary engineer and product line chief know-how officer of analytics at Cisco. “That skill now not most effective the use of strategies of the previous, but establishing new suggestions.”

    Keanini spoke with John Furrier (@furrier) and Dave Vellante (@dvellante), co-hosts of theCUBE, SiliconANGLE Media’s mobile livestreaming studio, all through the recent Cisco live experience in Barcelona, Spain. They discussed Cisco’s plan to disrupt malicious endeavor, using information analytics to determine assaults, and the magnitude of DevOps and a contemporary new internet security protocol in defending networks. (* Disclosure under.)

    This week, theCUBE points TK Keanini as its visitor of the Week.

    Encryption complicates inspection

    in the case of cryptojacking, the challenge is to protect against malware that's sophisticated and may command techniques in distinct ways. A document by using the Cyber threat Alliance designated how one version stole home windows credentials after which leveraged instrumentation tools to spread all of a sudden. an additional cryptojacking investigation via Comodo group discovered the use of a PowerShell script to inject malware in a operating process.

    The system for discovery is also complex because corporations have gone to high-quality lengths to encrypt information, so decrypting it to locate intrusions received’t fly.

    “We need to now infer malicious undertaking from behavior since the direct inspection is no longer accessible,” Keanini referred to. “We came up with a method called encrypted traffic analytics.”

    Cisco’s answer is baked into what Keanini described as a “three-layered cake” whose elements are telemetry, analytics and analytical result. Taking the broader view of the community as one colossal sensor, routers and switches send rich telemetry or facts that can also be used to infer malicious pastime devoid of decryption.

    desktop studying targets malware

    the use of machine getting to know to teach on all of this rich information, security engineers can craft a extra useful photograph of what malicious actors may be doing on the network in response to the form and the size of the metadata over time.

    “i will model on that timing, and here is the place laptop researching comes in,” Keanini explained. “i will be able to train on all this statistics and verify if the malware looks like this at minute 5, minute 10, minute 15, and if I see that exact mathematically exact behavior in your community, i will be able to infer that’s the equal malware.”

    How does Cisco do that without decryption? Keanini became careful not to supply away too might also particulars on this field, but he did present one quick rationalization.

    “All encrypted traffic starts out unencrypted,” he mentioned. “It’s a very small percent, but every thing in that startup is seen.”

    network defenders benefit pace

    There are two tailwinds proposing some guide for Keanini’s work in the protection arena. One is the rise of builders building networks as code and programming operations a good deal sooner than earlier than, also referred to as DevOps.

    This has morphed right into a manner that Keanini references because the “OODA loop.” Conceived by means of united states Air drive Colonel John Boyd as a way to train fighter pilots in fight operations, the letters stand for study-Orient-come to a decision-Act. The faster OODA may also be applied, the extra disoriented an adversary turns into.

    OODA can now be applied in cybersecurity to neutralize the unhealthy actors. “The velocity of DevOps has in reality brought this to defenders,” Keanini observed. “they can virtually push code and reorient themselves in a cycle that’s frankly too small of a window for the adversary to get their bearings. You create a data margin through which they’re disoriented.”

    The other aspect benefiting the protection neighborhood is the free up last yr of version 1.3 of Transport Layer protection or TLS. The protocol performs a fundamental function in securing web connectivity, and the latest TLS edition shed a fair amount of obsolete encryption.

    “it's quicker; it is stronger. It’s just enhanced,” Keanini spoke of.

    behind Cisco’s approach to security and Keanini’s work is a primary belief that we at the moment are at a degree where attackers have the resources and talents to direct specific assaults with clear goal and masks their presence while doing so. The answer is to combine the correct telemetry with computing device learning classifiers and give an adversary a taste of their personal medicine.

    In a weblog submit ultimate year, Keanini summarized this philosophy in the equal way a endure pursues prey in the woods. “we will play the identical online game and target that bear like they have got certainly not been centered earlier than,” Keanini wrote.

    It’s devour or be eaten within the cybersecurity world at the present time. possibly the protection group can at last flip nowadays’s attackers into the main path.

    Watch the finished video interview below, and make sure to take a look at extra of SiliconANGLE’s and theCUBE’s coverage of the Cisco are living adventure. (* Disclosure: Cisco techniques Inc. sponsored this phase of theCUBE. Neither Cisco nor other sponsors have editorial control over content on theCUBE or SiliconANGLE.)

    photograph: SiliconANGLE considering the fact that you’re right here …

    … We’d like to let you know about our mission and how that you may aid us fulfill it. SiliconANGLE Media Inc.’s business model is in line with the intrinsic price of the content, now not promoting. in contrast to many online publications, we don’t have a paywall or run banner advertising, because we want to keep our journalism open, with out have an effect on or the need to chase traffic.The journalism, reporting and commentary on SiliconANGLE — together with live, unscripted video from our Silicon Valley studio and globe-trotting video groups at theCUBE — take a lot of difficult work, time and cash. keeping the first-rate excessive requires the help of sponsors who're aligned with our vision of advert-free journalism content.

    in case you just like the reporting, video interviews and different advert-free content material right here, please take a moment to try a pattern of the video content material supported with the aid of our sponsors, tweet your help, and hold coming again to SiliconANGLE.


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    Simplify Your Migration Options – Drive Adoption and Positive Business Outcomes | killexams.com real questions and Pass4sure dumps

    This is the last in the series on migrating communications services to the cloud. This post covers devices, services adoption, and how to maximize the business positive impact of migrating to cloud communications.

    The previous posts on IP access connectivity and LAN/WAN service assurance were quite substantial; however, this post could be the most important of this series. Consider that some industry reports point to cases of end-user adoption of advanced communications applications in the range of 10% to 15%. Poor adoption of advanced services limits the potential for the move to cloud-based communications to achieve positive business outcomes. And yet, the topic of adoption is often treated as an afterthought and left until the end of the planning process. Here are a few reasons why:

  • The partial shift in responsibility from IT to the business unit, HR, and change management to actually drive adoption
  • It is difficult to measure communications adoption and directly tie communications practices to business results
  • The open-ended nature and extended time periods often needed to observe communications enhancements and business impact
  • Understanding these challenges, it is important to raise the profile of service adoption. This final blog post offers tangible strategies, both in migration planning and project execution. Thus, cloud migrations not only meet targets around timelines and budget but also achieve targets for business success – both for the firm level metrics and user productivity measures.

    Similar to many of the topics in this blog series, the challenge of adoption and customer success are not just the responsibility of a business’s IT department. These responsibilities are also important to the communications service provider (CSP) serving them, their product managers, and executive teams. Customers who do not achieve target results and see positive business impact are more likely to downgrade services, pass along negative referrals, or even churn.

    To help IT managers and CSP product managers tackle these challenges, this discussion is organized into four key topic areas:

  • Adoption project planning around key stakeholders
  • End-user adoption dynamics and Diffusion of Innovation Theory
  • Reducing increments of change through a building block approach
  • Use of personas, equipment profiles, and device selection
  • At this point, you might think that the sophistication of this approach would mainly apply to a mid-to-large size organization. While some elements do more naturally fit to those segments, this approach does work for smaller businesses and mass markets as well, especially where CSPs take an active role scaling and driving end-user adoption initiatives.

    1. Adoption Strategy: Key Stakeholders and Project Planning

    The communications industry has a lot to learn from the software as a service (SaaS) industry about adoption strategies. SaaS businesses typically deliver services on a “success” basis – starting with a trial and advancing through to a commercial contract. These contracts may run month-to-month or with annual renewals, leaving businesses with ample opportunity to assess the ROI and ask the question, “Is this service worth our time and investment?”

    With constant opportunities to unsubscribe or churn, “success” is top of mind for vendors and customers. This is a stark contrast to traditional PBX-based communications where systems are purchased as CapEx and have a lifespan of seven to 10+ years. IT managers pass adoption responsibility to business process owners and typically focus on service reliability and break-fix issues. Similarly, PBX vendors have little incentive to concern themselves with adoption once the initial transaction is complete and until the next procurement cycle.

    As cloud communications is provided and delivered more like SaaS, IT managers can now look to CSPs and the broader set of stakeholders at the start of migration planning. IT managers should especially lean on their CSPs to work through the following steps:

  • Identify target business impact and communications applications
  • Identify responsible stakeholders – from the business unit, IT, and end users
  • Agree on cursory metrics to track through onboarding and initial service turn-up
  • This type of adoption plan can be relatively straightforward, depending mainly on how the target applications are defined and stakeholders are held to account. Let’s take an example of user adoption for a mobile app to “UC-enable” your smartphone. Using the three step approach above, IT can build the following outline:

  • Target impact: Improve mobile availability through use of mobile app with IM&P
  • Stakeholders and metrics collections
  • Business Unit: Group Vice President – sets targets for participation and results
  • IT: Comms Manager – provides training instance and regular reporting metrics to Group VP
  • CSP: Customer Success Function – provides regular detailed reporting and metrics to IT Comms Manager to track progress of adoption campaign
  • Users: “Super” User – serves as ad-hoc small group resource around office and meets regularly with IT Comms Manager and CSP
  • Metrics to track – reported to Group VP, sent to responsible functional managers

    Turn-up track

  • Mobile app download: target 95%
  • Training completion: target 90%
  • Configuration + first use execution: target 85% total
  • Business impact

  • User impact: collected via survey and usage metrics (provided by CSP)
  • Customer impact: collected via survey
  • The example of “UC-enabled smartphone” above is a good starting point for adoption planning. Not only do most business staff suffer with multiple contact numbers, but most UC solutions offer a mobile app that can improve responsiveness and reduce communication cycles. In addition to “UC-enabled smartphones,” we recommend IT managers consider starting with a set of adoption success targets around the following applications and business benefits:

  • Meeting and teams applications → measure “collaboration effectiveness”
  • Virtual front office applications → measure “customer responsiveness”
  • Call screening and time-of-day call routing → measure “work satisfaction & staff retention”
  • If the business does not currently track metrics, it may consider running a lightweight series of surveys around employees’ views of communications effectiveness. The results may be helpful to target applications, identify end-user communications savvy, and receptivity to new applications.

    2. End-User Adoption Dynamics and Diffusion of Innovation Theory

    The second area of building an adoption strategy is consideration of end-user adoption dynamics. Even if a new cloud communications solution offers tremendous personal and firm-level benefits, many end users bring a different receptivity to change. An accepted and long-standing theory on how a population responds to change opportunities is called Diffusion of Innovation.

    You may not be familiar with Diffusion of Innovation Theory, but you are probably familiar with its terminology, especially the concept of “Early Adopters” vs. “Adoption Laggards.” In fact, Diffusion of Innovation Theory breaks a population into five categories, with the following percentages of population: Innovators (2.5%), Early Adopters (13.5%), Early Majority (34%), Late Majority (34%), and Laggards (16%). This is better represented as a distribution curve as shown below in Figure 1.

    distribution-curve-of-receptivity-to-adoption

    Figure 1: Distribution Curve of Receptivity to Adoption from Diffusion of Innovation Theory

    This distribution may skew in different directions depending on your specific population of end users or depending on your vertical. Certain demographics such as older public sector workers or professional staff (lawyers and doctors) tend to bring larger populations of technology laggards who lack patience and frustrate easily in the face of new technology. IT managers need to build their plans to consider the needs across the spectrum of adoption profiles, not only their most enthusiastic and ambitious users.

    Diffusion of Innovation Theory also identifies five factors that influence adoption across this population – serving to further accelerate or slow down adoption. These factors are: 1) Relative Advantage; 2) Compatibility; 3) Complexity; 4) Trialability; and 5) Observability.The typical telecom cloud communications migration plan violates all five of these factors at once. Here’s how:

    1)     Relative Advantage: IT and business leaders do a poor job of describing, or even marketing, the net advantages of the new service, both to the business and individual users.

    2)     Compatibility: Rarely are communications services presented within the context of the overall business strategy and corporate culture.

    3)     Complexity: Migrations typically struggle to closely coordinate device readiness with first use experience, portal access, training resources, and target use cases. Telecom migration is inherently complex; it takes a lot of work to make this anything close to simple.

    4)     Trialability: Many next-generation telecom applications lack a trial, test experience, or way to visualize and prepare for service go-live and readiness.

    5)     Observability: As we discussed in the introduction, it is difficult to easily observe how communications services drive both business and user-level objectives.

    Many of the above five factors seem to converge around user interfaces (UI) and user experiences (UX). These factors explain why UI and UX play such a significant role in facilitating or hindering a user’s receptivity to change and adoption success. In the case of unified communications, there are such a wide array of devices and interfaces, including traditional handsets, headsets, and conference room panels and equipment. Interfaces include calling applications and how they convert smartphones and laptops into communications endpoints. Ideally, the user experience can be coordinated and orchestrated across all of these devices and interfaces.

    Consider device selection carefully together with your plan to manage the amount of change planned for and experienced by your users. You should plan extra efforts if you expect to require greater change for users. For example, consider the change required when swapping out phones for laptop soft clients or mobile apps. Users are often comfortable with the “always-on” availability of a handset with purpose-built feature buttons and well-understood service invocations (for services like transfer, park, pick-up, etc.). These same users frequently express frustration with the loss of a familiar user experience and then sour on downloading the replacement mobile app or needing to bring up a soft client to initiate a phone call. They may even reject logging into their personal portal to get all the needed training to see how the new user experience is ultimately superior. This might seem shocking considering the positive impact of new features and better ways of working. And yet, this is the reality of driving adoption and is consistent with some of the data we see in the field, especially for Late Majority Adopters and Adoption Laggards.

    3. Reducing Increments of Change through a Building Block Planning Approach

    With the number of features, devices, and interfaces, we recommend breaking up the introduction of cloud communications into smaller increments and in an easier to digest, sequential fashion. This approach breaks up the typical suite of cloud PBX and unified communications services into three key categories. The first is “service foundation,” which includes IP connectivity, PSTN services, and service quality. The second category is “supporting how you work today,” which includes all the PBX-based communications services that support how staff and admins perform existing jobs and business processes. The third category is the new “advanced/UC services” and the ways of supporting new ways of working and improved business processes.

    example-phased-ucaas-migration-project-planFigure 2: Example Phased UCaaS Migration Project Plan

    In Figure 2 above, notice how the basic connectivity and PSTN services are turned-up in Phase 1 and 2 before moving to a Phase 3 turn-up of the “new” services. This approach ensures as much continuity as possible and minimizes the stress on users to understand changes to their existing services at the same time as digesting new services and capabilities. In this particular plan, IT management and CSPs believe that improved net adoption of advanced/UC services will outweigh the benefits of a more immediate turn-up of UC functionality.

    This approach is notably different than many business process re-engineering strategies, in say ERP or CRM implementations, where there are strict and formal mapping of exactly how specific legacy processes are re-engineered. The time of the service cutover signals the point to 1) stop following legacy processes, and 2) begin using new business processes.

    In the case of communications, it may not be as simple to execute a single point of cutover, especially as there are often multiple ways to handle calling and collaboration interactions. Old processes and new processes can co-exist at the same time. Consider how many ways basic features such as call pickup, hold, or forward can be managed – whether via star codes/flash hooks, dedicated feature buttons, soft-feature keys, or web GUIs, and mobile apps. There’s also the case of how telephone numbers and DIDs are ported. This also creates a period where overlapping operations make sense. The better that IT and CSPs can offer users choice to their preferred way of working and minimize disruption, the greater that they can focus on driving the adoption of high impact new features and capabilities.

    4. Use of Personas, Equipment Profiles, and Device Selection

    Supporting communications and collaboration starts with supporting how people prefer to work. Different roles within a business work differently and will enjoy different “relative advantages” from cloud communications service. One of the most powerful resources for IT managers and CSPs is the use of a common set of end-user personas to capture the best practice relative advantages and adoption characteristics. Instead of a one-size-fits-all solution that really fits nobody, key personas within a business will see how their specific use cases and equipment needs are supported.

    Some popular personas are the “Office Worker,” “Mobile Worker, “Executive,” “Receptionist,” and “Remote or Teleworker.” Sometimes personas can include conference and huddle room configurations or even hoteling stations.

    These personas can be very helpful to organize device selection and configuration along with turn-up preferences and adoption hot buttons. See the figure 3 below snippet of Cisco’s UCaaS persona – the Executive.

    snippet-executive-persona-buying-and-consuming-needsFigure 3: Snippet of the “Executive” Persona with Information on Buying and Consuming Needs

    Through the use of personas, IT managers and CSPs can carry out turn-up and adoption plans that are far more targeted to the specific needs, challenges, and opportunities across the broader user base. An analysis by Marty Parker of BC Strategies suggests that the use of seven personas or “usage profiles” were able to account for 90% of communications end users.

    The degree of personalization to consider with personas are as follows:

  • Equipment Kits: specify the particular handset profile (if needed), application type (PC, mobile, tablet), headsets (if needed)
  • Calling and Collaboration Packages: apply basic, enhanced calling features along with any meetings packages
  • Training plans: specific training courses, reference videos, and end “Super” user points of contact for help around the office
  • Objectives: target use cases, business processes, metrics, and features/applications
  • Reporting: benchmark data relative to adoption and customer success
  • These personas should enable IT managers and CSPs to better execute the delivery of end-user service packages. Targeted equipment kits and training plans enable a more orchestrated first-use experience. Considerable research shows the importance of delivering a positive first-use experience of the new service.

    The key term for cloud communications first use experience is “orchestration” – implying the coming together of many parts in the correct sequence. Devices need to be pre-configured, accounts already setup, telephone numbers assigned, credentials available (if needed), and the correct training or instructional resources in reach. This does not necessarily require face-to-face training; these can be accomplished through instructional videos. The key is that the piece parts are in place and validated for to achieve a near 100% record of service-ready end users.

    Finally, using personas helps take away some of the mystery of device assignments. Who prefers a mobile device? Who prefers a soft client for the PC vs. a handset? Personas offer best-practice examples of end-user configurations. These templates reduce the temptation to guess or apply wishful thinking about who will use what devices, clients, or will need which training. We have seen many IT managers optimistically deploy enterprises with 50% or more stations without a handset. This is probably the most common and frustrating migration for end users. The handset offers a whole host of features and capabilities that most users take for granted: always-on, immune to Wi-Fi networking issues, and not subject to PC or tablet processing constraints. When in doubt and considering the importance of achieving turn-up success, consider assigning a handset to a station.

    Summary

    This entire approach may seem like a lot to go through to drive adoption. That said, just on the personal productivity side, studies report that unified communications applications can offer significant improvements in productivity through enhanced mobility and better collaboration.

    Consider research completed by Fluker & Murray in 2017. They conclude through a review of several studies and broader literature, “UC improves workflow, reduces costs, and facilitates multi-tasking; in other words, work is getting done faster and issues are being resolved more quickly. UC is location neutral – employees can work from any location with broadband access. UC also fosters stronger working relationships that help to create positive work environments.”

    These benefits are especially pronounced for businesses where UC features can compress communications cycles from days to hours and even minutes. For a knowledge worker with a total cost of $100K/year. Helping that worker achieve 10% to 20% more output is equivalent to $10K to $20K/year/user, which nets out as a substantial benefit to the business.

    Achieving successful end-user adoption is achieved through a combination of careful planning and diligent execution. It takes an end-to-end approach. IT and CSPs need to partner and work together. And key to addressing the spectrum of adopters, from Innovators to Laggards, is to minimize complexity and disruptions as much as possible. At the same time, use persona templates to better target relative advantages and orchestrate first-use experience.


    The 28 SaaS Superstars speaking at SaaStock New York | killexams.com real questions and Pass4sure dumps

    Silicon Valley is no longer the only place to be if you’re into SaaS. Far from it. The East coast, led by SaaS hotspots like New York and Boston, is proving to have as much of the terroir that the West has. It has an added allure brought on by European founders who use it as a stepping stone into the vast North American market without the compromise of sleep over an insurmountable time difference.

    SaaStock on Tour New York is our attempt to give that part of the SaaS universe justice, showcasing the strengths in founder, VP and VC wisdom spread up and down the coast.

    Whether you are growing SaaS in the region or considering it as your US HQ, this is your chance to learn from the experts and those a few steps ahead on the journey. Join us at SaaStock on Tour NYC on June 20th.

    David Skok, Managing Partner, Matrix Partners

    It’s no easy task to speak about the rich professional path of David Skok with brevity. Or capture just how much he has done for the global SaaS community with his knowledge. David founded his first company when he was only 22 — and this was back in 1977. What followed were four successful companies, an insurmountable cloud computing and SaaS knowledge, and deep VC experience. David has been a Managing Partner at the VC firm Matrix Partners since 2001, where he focuses on funding internet and software startups. HubSpot, JBoss, AppIQ, Tabblo, Netezza, and Diligent Technologies, are only some of the companies he has invested in. On June 20th David will grace the stage twice: once to sit for an interview with Seth Besmertnik and once to give us the rundown of the top 10 metrics to grow your SaaS business.

    Talk Description: The SaaS business model is highly dependent on a series of inputs. Small changes in these variables can result in major improvements in performance. In this talk, David Skok will break down the SaaS business model, and show which variables have the greatest impact on performance. He will then explain how to use these metrics to align your organization to drive growth and long term cash flow.

    Seth Besmertnik, CEO, Conductor

    Seth Besmertnik is one of those people born with entrepreneurial and innovative zeal in their blood. He is the co-founder and CEO of Conductor, the world’s leading organic marketing company, where he leads a team of more than 200 people. He cannot count the amount of times he thought it was the end of the road for Conductor. The times he was just waiting for a knock-out punch to put an end to it all. He would read Ben Horowitz’s “The Struggle” and say to himself: “this is me… this is how how I feel.” Quiting, however, was never an option and all is well when it ends well — Conductor was recently acquired by WeWork. Which is why if Seth was to give you one piece of advice, it would be this: it can seem like there is no light on the horizon — but there is. He will give much more on the SaaStock on Tour New York stage, sitting for a conversation with David Skok.

    Talk: Never Give Up — The Conductor story — A 10 year journey to Exit

    Howard Lerman, Co-founder and CEO, Yext

    The Founder of Yext and Confide, Howard Lerman has taken a company from a dorm room in Duke University to IPO. In 2006, Howard co-founded Yext, a SaaS platform for digital knowledge management that has been recognized as one of the most promising and fast-growing companies in the U.S. On April 13th, 2017, Yext rang the NYSE bell, officially becoming one of the biggest public debuts ever for a startup born in New York. On the stage, Howard will share some of the techniques he has learned along the way, from the beginning, through growth, and beyond.

    Talk: Jedi Mind Tricks of the Entrepreneur: lessons learned building tech companies

    Vivek Sharma, CEO, Movable Ink

    With a solid background in computer science and innate knack for business, it was not difficult for Vivek Sharma to quickly move from engineering at Cisco to a managerial position at Blue Martini Software. Soon enough, he was leading the Eastern North America and EMEA sales at the platform-as-a-service for developers Engine Yard. In 2010, Vivek co-founded Movable Ink, which helps email marketers deliver relevant and personalized messages through using intelligent content. Oh, and yes, it’s one of the fastest growing tech companies in New York. They have just reached $40M in ARR.

    Talk: 10 Lessons I learned growing past $40M in ARR

    Liz Cain, Partner, OpenView

    For Liz Cain, the path from technical support, sales operations, account management, and marketing to AVP of Worldwide Business Development at NetSuite wasn’t that long. In her fruitful career there, she launched and managed the Business Development Representative (BDR) and Solution Consulting Associate (SCA) teams, which grew to 170 people under her guidance. In 2016, Liz joined the Boston-based VC firm OpenView Venture Partners. At first, she took charge of Go-to-Market strategies for the portfolio companies. She was recently promoted to General Partner, joining the mere 8% of female partners at US VC companies.

    Talk: Finding the right partner for your startup

    Doug Landis, Growth Partner, Emergence Capital

    Sales productivity is where Doug Landis thrives. One of his first jobs was at Google, where he was a Skills Training Manager, before he joined Salesforce as the Senior Director for Corporate Sales Productivity. Doug then moved on to become the VP of Sales Productivity at the Cloud Content Management company Box. For the last two years, he has been a Growth Partner at Emergence Capital, a renowned VC fund focusing on early and growth-stage business cloud companies. Doug helps portfolio companies scale to large SaaS successes through creating a platform for winning go-to-market insights and strategies.

    Talk: Finding the right partner for your startup

    Matt Turck, Managing Director, Firstmark Capital

    Matt Turck may be in venture capital today, but he is no stranger to entrepreneurship himself. He co-founded the enterprise search software startup TripleHop Technologies, and launched Bloomberg Ventures. For the last five years, Matt has taken the position of Managing Director at the New York-based early-stage venture capital firm FirstMark Capital. The company’s current investments include ActionIQ, Cockroach Labs, Dataiku, Helium, HyperScience, Kinsa, MissionU, Phosphorus, and Sense360, among others.

    Talk: Finding the right partner for your startup

    Vanessa Liu, VP, SAP.iO Foundry

    Besides a tech innovator, business builder, and digital media entrepreneur, Vanessa Liu is a prominent supporter of women in tech. As a child, she says science and space was all that was on her mind, while always being fond of crafting stuff. Her professional path in tech started at the management consultancy McKinsey & Company, where her expertise was growth. In 2011, she partnered with Andy Russell to create Trigger Media, a digital media venture fund. Today she is the VP of SAP.io Foundry in New York. She invests in B2B enterprise startups that are led by women in areas like AI, blockchain, and data analytics.

    Talk: Finding the right partner for your startup

    Jessica Lin, Co-founder & General Partner, Work-Bench

    Jessica Lin leaves a mark through leading by example. Ruling both enterprise technology and venture capital management, Jessica graduated Harvard University, managed projects at the Harvard School of Engineering and Applied Sciences, and quickly became a manager at Cisco. In 2014, Jessica co-founded Work-Bench, an enterprise-focused venture fund based in New York. She also stands behind the Women in Enterprise Series, a monthly event that gathers female tech entrepreneurs from the Work-Bench network.

    Talk: Things To Learn the Hard Way: Lessons in Early Enterprise GTM

    Patrick Campbell, CEO and Co-Founder, ProfitWell

    The “first boots on the ground” when it comes to solving business issues, Patrick Campbell is probably the world’s foremost expert on pricing. In the past months he has offered a pricing teardown to every subscription business you can think of, from Spotify and Netflix to NYTimes and X. In 2012, Patrick co-founded Price Intelligently, which offers an innovative price setting tool that helps businesses price their products and services according to their true value.

    Talk: How to find the right price for your product

    Dominique Levin, Managing Partner, Winning By Design

    Dominique Levin is one of those unstoppable women that knows how to handle life work balance and be amazingly successful. She has occupied managerial positions at Intel, Crimson Investment, LogLogic, and AgilOne. In 2016, she co-founded Winning by Design. There Dominique designs and applies growth strategies for SaaS and other B2B companies. Her expertise lies in areas like demand generation, sales development, account-based prospecting, and expansion of current customer base.

    Talk: Science of Sales: Learn how you — as a SaaS Entrepreneur — can approach Sales as a Science and discover the Few Moments That Matter in sales in which you should pursue excellence. Divided in three parts, this talk will explain why Sales in SaaS require a new proposition and a new GTM methodology; which are the moments that actually matter and how to excell in them; how to setup a SaaS sales process that you can trust.

    Meghan Keaney Anderson, VP of Marketing, Hubspot

    Meghan Keaney Anderson’s professional path has always been about communication — and the skill to reach an audience in the best possible way. She has been with HubSpot since 2011, initially as Product Marketing Manager and then moving up to Director. For almost three years, she has been the Vice President of Marketing, responsible for the product marketing and content strategy. In that role she has launched the Growth Show podcast,and has seen the blog reach 4.5 million views a month, while its social media reaches two million followers. Her specialties include content and product marketing, inbound marketing, analytics, public relations, and lead generation.

    Talk: How We Broke a Year-Long Traffic Plateau by Upending Our Editorial Strategy

    Alexis Lê-Quôc, CTO, Datadog

    Alexis Lê-Quôc fancies software architecture and engineering. So much so that he has spent the last 17 years in developing various software solutions. Today Alexis is the CTO of Datadog, a tech company that is revolutionizing monitoring for hybrid cloud applications. He dedicates his time to operations, evangelism, and customer support. Alexis is also a Techstars startup accelerator mentor.

    Talk: New York State of Mind — When/why and how to scale to the US

    Tomer Tagrin, Co-founder and CEO, Yotpo

    From a team leader in the Israel Defence Force for two years, Tomer Tagrin has turned into an internet junkie entrepreneur. With a degree from Tel Aviv University, he went on to start his professional path at Intel. In 2011, he co-founded Yotpo, a powerful customer content marketing platform which helps companies collect and make the best of customer reviews.

    Talk: New York State of Mind — When/why and how to scale to the US

    Ben Hindman, CEO, Splash

    Ben Hindman was the National Events Manager for the renowned e-newsletter Thrillist. That gave him plenty of opportunities to express his creative potential in over 70 experiential marketing programs. It also prepared him for co-founding his own star company — Splash. Splash is the world’s first event marketing software, which is being used by the likes of Uber and Spotify. The tech company has proven widely successful in helping all kinds of event organizers — from music gigs to recruiting programs — improve their strategy and execution. As for Ben, he’s simply referred to as the party scientist.

    Talk: New York State of Mind — When/why and how to scale to the US

    Edward Chiu, Co-Founder and CEO, Catalyst

    Edward Chiu has been up and about in the tech world — from California to New York. After two years as a Sales Engineer at Engine Yard in the San Francisco Bay Area, he moved to New York to become Director of Customer Success for the fastest growing cloud infrastructure provider DigitalOcean. In the beginning of 2017, he co-founded Catalyst Software, where his team is building a highly intuitive Customer Success Platform (CSP). At SaaStock on Tour New York, Edward will be joined by a Krish Subramanian and Rachel Orston to talk about all things user adoption. Discover the fundamentals to help you drive stronger user adoption and WOW! your users to becoming your advocates.

    Talk: How to build a strong user adoption strategy in order to make your customers successful

    Rachel Orston, CEO, UserIQ

    Rachel Orston made her first professional steps at broadcast media, only to quickly turn to tech. She passed through a number of renowned tech giants, including taking the roles of Marketing Director at Dell EMC and Vice President of Client Advocacy at IBM. With more than 15 years of working on large-scale enterprise products, she has grown engineering teams from 0 to 40 people. For more than a year now, Rachel has been leading UserIQ as its CEO. UserIQ defines itself as the Customer Growth Platform™, which helps SaaS companies grow. Sitting in a panel about user adoption, Rachel will share the basics of what makes a strong user adoption strategy in order to build a solid foundation for the success of your users.

    Talk: How to build a strong user adoption strategy in order to make your customers successful

    Krish Subramanian, CEO, Chargebee

    Krish Subramanian is a successful example of a software engineer turned entrepreneur. He started out in his home India as Tech Lead and Project Manager at Tata Consulting Services. In 2011, Krish co-founded Chargebee, a California and Chennai based SaaS business. It offers companies smart subscription billing software with world-class customer support. Joined by two fellow SaaS CEOs, Krish will help attendees learn how customer success strategies must scale as your customer base grows, and will leave with practical tips on how to keep it simple and sane along the journey.

    Talk: How to build a strong user adoption strategy in order to make your customers successful

    Dave Blake, CEO, Client Success

    When it comes to customer success and great relationships with customers, Dave Blake knows it all. From being the Client Success Manager on a small team trying to manage success for a rapidly growing startup, to the executive managing a large, global organization with 100+ CSMs. At both ends of that spectrum, the solutions for managing customer success were the same: cobbling together a few fields on Salesforce, many spreadsheets, custom dashboards, and a whole lot of hustle. Dave believed he could change that. Client Success was born.

    Talk: How to build a strong user adoption strategy in order to make your customers successful

    Michelle Danis, Director of Customer Success, Danis

    Michelle Danis has risen from Customer Success manager to Director of Customer Success at Datadog in the span of three years. What she says she loves most about the job is the chance to speak with solution engineers, the finance team, or product team all in the same day, all in order to provide the best possible answers and help to Datadog’s customers.

    Talk: Customer Success is a company wide effort, not a department

    Shawn Green, VP Account Management, Blackline

    Shawn Green’s professional path started out at Oracle in 2008 as Strategic Enterprise Account Manager. After the acquisition of NetSuite, he moved there as Director of Global Enterprise. For a year, he led the global account management of Percolate, the web and mobile software platform. Today he is the Vice President of BlackLine Software. The company created and now provides the Enhanced Financial Controls and Automation (EFCA) software that streamlines financial close operations.

    Talk: Customer Success is a company wide effort, not a department

    Ashley Minogue, Director of Growth, OpenView Venture Partners

    Ashley Minogue is a master of pricing strategy. From one of her first jobs — Strategy and Pricing Consultant at Simon-Kucher & Partners, she started out with developing new pricing processes. In just a few years, she grew to Senior Manager of B2B Growth Strategy and Analytics at Wayfair. She led the expansion of the B2B program to a ninefold increase, while also managing the analyst team working on lead generation and funnel conversion optimization. For the last two years, Ashley has been the Director of Growth at the venture firm OpenView Venture Partners. She is helping portfolio companies with fostering growth and scalable go-to-market strategies.

    Talk: Customer Success is a company wide effort, not a department

    Joan Fitzpatrick, VP Sales Productivity, Yext

    Joan Fitzpatrick has been developing high growth tech businesses for more than 15 years. She spent five years at Oracle before moving to NetSuite. In her almost 14 years at NetSuite, she grew from Account Manager to Senior Director of Marketing. As of last year, Joan is the VP of Sales Productivity at Yext.

    Talk: Customer Success is a company wide effort, not a department

    Grant McGrail, Global Head, Enterprise Growth, WeWork

    Grant McGrail’s first steps in tech were as a Sales Manager at OpenAir. It was acquired by NetSuite, where he spent the next eight years. After NetSuite was acquired by Oracle, Grant moved on to become a Senior Sales Director at the tech mogul. Since last year, he is the Global Head of Enterprise Growth at the coworking and office space leader WeWork.

    Talk: Customer Success is a company wide effort, not a department

    David Cancel, CEO and Co-Founder, Drift

    David Cancel has a knack for entrepreneurship. He founded a number of startups, including Ghostery and Performable, which was acquired by HubSpot. After the acquisition David moved on to manage the Product, Engineering and User Experience organisations at HubSpot. He was there from scale-up to IPO. Equipped with what is 20 years of his experience, he entered the MarketingTech space in 2014 with Drift, a top-notch conversational marketing and sales platform and is already on the path to hypergrowth. It has all happened by doing things that do not scale. Join us as he sits for a chat with Alex Theuma, founder of SaaStock.

    Talk: From 0 to 70,000 customers in 3 years — The Drift playbook for Hypergrowth

    Abel Mathew, CEO, Backtrace I/O

    Abel Mathew is no stranger to software engineering. He started out his career at Intel before spending a year as a Mathematics and Science Teacher in Guyana, South Africa. When he came back from his teaching experience, Abel worked at AppNexus for a number of years, eventually becoming the Head of Engineering at the company. In 2014, he founded his own business — Backtrace I/O, which is an advanced cross-platform crash management solution.

    Talk: Things To Learn the Hard Way: Lessons in Early Enterprise GTM

    April Koh, Co-founder and CEO, Spring

    With a degree from Yale University and two businesses under her belt, April Koh has deserved her rightful place in the Forbes 30 Under 30 list. She raised $5M Series-A investment for her company Spylight. In 2016, she founded Spring Health, an AI platform that helps doctors make data-driven and personalized treatment decisions for patients. April says she’s on a mission to make mental health care much better.

    Talk: Things To Learn the Hard Way: Lessons in Early Enterprise GTM

    Rachel Kaplowitz, CEO, Honey

    All things entrepreneurial and marketing are close to heart for Rachel Kaplowitz. After working as the Director of Business Development at Condition One, an immersive video technology, she also became the Business Development Director for Huge. Rachel co-founded Honey in 2014, which is a modern and user-friendly intranet platform. Rachel is well-versed in Digital Strategy, Fundraising, and Sales.

    Talk: Things To Learn the Hard Way: Lessons in Early Enterprise GTM



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