“The lakehouse architecture combines the best qualities of data warehouses and data lakes to provide a single solution for all major data workloads and supports use cases from streaming analytics to BI, data science, and AI. “
Hi, Jude. Welcome to our Interview Series. Please tell us a little bit about your journey in this industry and what inspired you to be part of Databricks.
With three brothers in the Marines (and a Navy SEAL brother-in-law), I care deeply about the public sector’s mission and success. Bringing the best technology to the government to support the mission has motivated my career. After having the benefit of speaking with industry thought leaders and public sector customers, I was blown away by Databricks’ capability, growth, and people.
What is the crux of your role? Could you please explain this to our readers?
As VP of Public Sector at Databricks, my first and foremost role is to bring the best capability to public sector customers. My team supports our government customers to drive vital missions from veteran suicide prevention to citizenship and immigration services to Medicare and Medicaid fraud prevention.
I am also focused on ensuring we can deliver the most secure, performant platform to our customers for driving mission outcomes based on the vast trove of data they possess, no matter the data type. And, of course, in my role, my commitment is to our Databricks team to ensure they can help our customers in their journey toward delivering better citizen outcomes with data.
What has changed in the enterprise data industry in the last 3 years? How has Databricks emerged as the go-to platform for data lakehouse?
In the past, federal, state, and local governments could only be reactive when faced with an analytics need and this was primarily due to the limitations of data warehouses and the inability to gain insight from unstructured and semi-structured data. When questions came up that were not part of regularly scheduled dashboards, our customers had to scramble to find ways to get an answer. Beyond that, even for the reports and dashboards these organizations built were looking for guidance focused primarily on the past; asking the question of “what happened” after events had occurred.
Increasingly, innovators in the data space today are looking to use data to react both in real-time with streaming data insight and through AI and ML to predict the future. As organizations modernize their data architecture, they want to tackle a diverse range of new use cases, including those that involve Data Science and Machine Learning. This is easier said than done. To perform this function end-to-end, an agency will need to ingest data, curate and transform it, build BI and SQL analytics on top of it, employ data science and ML and put these models into production. You also need to catalog all of the data and govern it. What this looks like is an integration across 5-6 different services in a traditional world. But organizations want to do this across multiple clouds with a minimal set of tools. Add to this the desire for public sector organizations to leverage open source and open standards to avoid vendor lock in. Imagine collapsing all of these requirements for the data life cycle into a single platform. That’s what Databricks delivers in its Lakehouse Platform.
What’s the most contemporary definition of data lakehouse? How do you differentiate data integrity versus data integration at Databricks?
The lakehouse architecture combines the best qualities of data warehouses and data lakes to provide a single solution for all major data workloads and supports use cases from streaming analytics to BI, data science, and AI. The Databricks Lakehouse ensures data integrity with ACID transactions, supports schema enforcement on data and supports diverse data types ranging from unstructured to structured data. The storage format is open and standardized, facilitating interoperability with various tools and engines including machine-learning libraries.
Could you highlight the expanded FedRAMP authorization for your data lakehouse and how it would benefit your customers?
FedRAMP framework was created by the US federal government to simplify and standardize the process of risk-based authorizations of cloud services for US government agencies and commercial organizations handling US government data. Databricks recently achieved FedRAMP authorization at the Moderate impact level for its AWS SaaS service offering. This achievement will accelerate the process for federal agencies to leverage the Databricks Lakehouse Platform for their mission-critical data, analytics, and AI use cases on AWS. For those customers who prefer to leverage the Microsoft Azure platform, Azure Databricks continues to be available on Azure as a FedRAMP High and DoD IL5 authorized cloud service.
What do you offer to the Federal agencies seeking to adopt a secure and open data lakehouse to support their cloud smart goals?
Databricks has more than 7,000 customers globally, including more than 50% of the Fortune 500, spanning many industry verticals. In the Public Sector, Databricks has over 150 customers, representing some of the largest state, local, and federal entities in the United States.
Databricks’ mission is to help data teams solve the world’s toughest problems. Databricks is the only platform to qualify as a leader in the Gartner Magic Quadrants for both Cloud Database Management Systems and Data Science and Machine Learning Platforms. Databricks is the original creator of many popular open-source data projects, including Apache Spark, Delta Lake, and MLflow, and multiple exabytes of data are processed each day across millions of machines orchestrated by Databricks. As a result of the FedRAMP authorization, Federal agencies can now take advantage of this industry-leading cloud-native lakehouse platform in alignment with their stringent security and compliance requirements.
Please tell us more about your partnership ecosystem and how these initiatives centralize data operations across multiple workflows and architecture?
A thriving partner ecosystem is one primary advantage of a commitment to open-source technologies and open standards. Databricks has over 450 global partners that provide data, analytics, and AI solutions and services to our joint customers. These partners enable you to leverage Databricks to unify all your data and AI workloads for more meaningful insights. Databricks partnerships include public cloud providers, consulting and SI partners, and ISV and Technology Partners. Databricks ISV partners span multiple focus areas including Data Ingestion, Data Governance, Data Pipelines, BI and Dashboards, Machine Learning, and Data Science. What this means for our customers is that for their investments in their ecosystems, we will integrate with those and drive mission value quickly without the need to make radical changes to their architecture.
Please tell us the importance of having a strong compliance and data governance for data integrity workflows/ frameworks?
Data is a critical asset of any organization. Curating data is essential to create high-value data for BI and AI/ML. Organizations must eliminate data silos and avoid creating copies of data that get out of sync. Data should be treated like a product with a clear definition, schema, and lifecycle so data consumers can fully trust the data. Data assets must be actively managed and access control, auditing, and lineage tracking are key for the correct and secure use of data.
Would you like to share a case study from Databricks’ resources to highlight how data integration improved IT investments within the public sector?
Databricks has over 150 customers in the Public Sector representing some of the largest state, local, and federal entities in the United States. Our customers—including the DOD, HHS, DOJ, DHS, State of California, and State of New York—use Databricks for a broad range of data analytics and AI use cases such as cyber threat detection, geospatial analytics, disease spread modeling, fraud detection, predictive maintenance, cardiac & disease prevention, Medicare & Medicaid modernization and more.
Databricks worked with the Centers for Disease Control (CDC) to support the launch of their Data Modernization Initiative (DMI). Originally conceived to help drive their pandemic response, DMI enabled CDC to ship more than 850 million vaccine orders and conduct more than 15 billion individual COVID-19 tests and vaccines. The ultimate goal was to move the United States away from siloed and brittle public health data systems to connected, resilient, adaptable, and sustainable ‘response-ready’ systems that could help the CDC solve problems before they happen and reduce the harm caused by the problems that do happen.
The Lakehouse has become a key component of the CDC-wide Enterprise Data Analytics and Visualizations (EDAV) platform which touches all of the centers within the CDC. An additional major use case is standing up the CDC Data Hub for the Center of Surveillance which is key to understanding illnesses and spread around the US to help track their origin. Currently, many more use cases are adopting Lakehouse to help the people within the US understand the health situations and help Congress and the White House define the direction of health within the US.
Your take on the future of data science and AI in the data integrity domain:
While at the AMP research lab in UC Berkeley, Databricks’ founders had a front-row seat to the data and AI innovations powering some of Silicon Valley’s most disruptive technologies. They learned how companies like Google and Facebook were finding success by running simple AI algorithms on massive amounts of data. These companies spent millions on talent and infrastructure to build their own proprietary data and AI systems that would ultimately lead to much of their success. Databricks was founded to do the same for any company. On a mission to democratize AI, our co-founders set out to build a simple platform, leveraging the open-source technologies they had created to unify data, analytics and AI in one place. In 2001 entrepreneur and venture capitalist Marc Andreessen penned a now famous article explaining that “software is eating the world”. At Databricks, we agree with Marc’s assertion and extend it with the belief that “AI will eat software”. We are just scratching the surface and anticipate this market to grow exponentially in the coming years.
An advice to business leaders who are looking to invest in the cloud computing and AIOps in data integrity.
AIOps involves jointly managing code (DevOps), data (DataOps), and models (ModelOps) in the journey toward production. The most common and painful challenge we have seen is a gap between data and ML, often split across poorly connected tools and teams. Our platform simplifies AI by defining a data-centric workflow that unifies best practices from DevOps, DataOps, and ModelOps. Machine learning pipelines are ultimately data pipelines, where data flows through the hands of several personas. Data engineers ingest and prepare data; data scientists build models from the data; ML engineers generate model metrics; and business analysts examine predictions. Databricks simplifies machine learning production by enabling these data teams to collaborate and manage this abundance of data on a single platform, instead of in silos. The Databricks approach to AIOps is built on open industry-wide standards and architected natively to maximize the benefits of cloud computing infrastructure.
Thank you, Jude! That was fun and we hope to see you back soon.
Jude Boyle is the Vice President of Public Sector at Databricks. Jude’s leadership is focused on supporting Databricks’ customers across the public sector, bringing government agencies insight from data, analytics, and AI to support their life-changing missions.Prior to Databricks, Jude was the SVP of Public Sector Sales at MuleSoft. In addition, Jude brings significant public sector expertise from previous work with technology companies like Splunk, Agilex Technologies, and Oracle. In a prior career, Jude coached college football. Jude grew up in the DC area and is married to Regina Boyle.
Databricks is the lakehouse company. More than 7,000 organizations worldwide — including Comcast, Condé Nast, and over 50% of the Fortune 500 — rely on the Databricks Lakehouse Platform to unify their data, analytics and AI. Databricks is headquartered in San Francisco, with offices around the globe. Founded by the original creators of Apache Spark™, Delta Lake and MLflow, Databricks is on a mission to help data teams solve the world’s toughest problems.
Interview with Justice Mitchell, A 16-year-old Student-Athlete Who Received a Basketball Scholarship Offer from Pennsylvania University Greater Allegheny
Justice Mitchell is a 16 years old Clayton, NC resident currently studying high school at Clayton High School. He is a small forward for Coach Everson Simmons, also known as Coach E.
In October 2020, while he was in middle school and playing for the Kings Of Clayton AAU squad, Justice tore his ACL/MCL. At the time, he was leading his 14U team to victory in a 15U tournament. Justice missed out his 8th grade year playing for Coach Ryan Rudisill. Going into high school, little did he know that his elementary school coach would transfer over to Clayton High School. However, before the season could begin, Justice was able to demonstrate his skills to the Penn State coach, Daryn Freedman. Freedman was so impressed with Justice that he made him his first written offer in the sport of basketball.
Now that the high school season had arrived, Justice had the choice to play for Junior Varsity (JV) or Varsity. Coach Rudisill assumed the position of JV HEAD COACH, and Justice was now eligible to play for him after missing his 8th-grade season. Although he played as an absolute juggernaut throughout the JV season, he occasionally faltered during the Varsity play.
Recently, we got together with him to discuss his experience in depth. Keep reading to find out what he had to say.
Justice, can you please share with our readers what it was like to get a basketball scholarship offer before you ever played a single Varsity game in high school?
Justice Mitchell: It was thrilling, and I didn’t always know what to make out of it. I mean, it really didn’t phase me because all that I cared about was playing high school basketball for Coach Rudisill. I felt like I let him down. I was able to put in extra work on my footwork, and bulk up a bit. Growing helped too.
What was it like to play Varsity?
Justice Mitchell: It was a transition. Varsity is different; it’s a much faster pace in transition. I’ll never forget my first time playing the Varsity game. It was a bit nerve-wracking, and I ended up turning the ball over twice. Nevertheless, I soon realized what was expected of me. Coach E greatly helped me with the transition, and it eventually led to more playing time.
What do you have in store for the second season?
Justice Mitchell: The opportunity to play for Coach Rudisill was life-changing, and I gave it my all. So, I intend to play for Varsity throughout the remainder of my tenure at this institution.
What is your goal on the team?
Justice Mitchell: My goal is to be the teammate that you can count on. I give my 110% on every play and strive to go above and beyond in helping our team succeed.
Justice, after you graduate from high school and move on to the next level, what do you intend to study?
Justice Mitchell: I plan to study Business Management. I also intend to play for any division level that will have me. I’m not stuck on DI or bust. I’ve learned a lot from both my parents and grandfather, Papa Joe. I just want to play for the school that wants me to be there and can help me grow into a better player along with being a responsible person.
Justice, what would you tell a younger kid following in your shoes that met adversity as you did?
Justice Mitchell: I would tell them to put the work in! If it was as easy as my mother makes it seem, then anyone would be able to do it. However, the reality is that it’s not easy, and there will be days when you wouldn’t want to exercise. Also, keep in mind that there are kids who have less than you and they have no excuses. Yet, they gave it their best effort, so if you want it, you must work just as hard!
Justice, we really appreciate that you’ve taken the time to provide us with both your experience and your advice. We wish you the best of luck in the upcoming season and beyond.
Interview with Martin Marion, CEO of The Hempshire Group
Martin “Marty” Marion is a direct response advertising expert and a former “Mad Men” marketer who famously represented several of the major Madison Avenue advertising agencies in New York as a senior executive, advising some of the biggest brands in the world. Early in his career, he had the opportunity to learn from advertising legends like David Ogilvy, Ted Bates, George Wiedemann and many other legends of marketing and advertising. He claims to have learned many of his marketing secrets from these masters. Since then, he has accumulated over 40 years of successful big agency and executive consulting expertise in strategic planning and business development for a wide range of major brands and agencies in a wide range of industries, focused primarily on consumer goods and healthcare.
Today, Marty is the CEO of MountainSmokes.com and its corporate parent, The Hempshire Group, Inc. (TSXV:HMPG). The company that has branded itself as the “smarter alternative to smoking” has already found significant new reach from Marty’s experience since he joined, with their non-tobacco and non-nicotine smokes being seen and recommended all over social media by the likes of influencers and celebrities, and adult consumers and tobacco cigarette smokers. The “smarter smokes” venture is right on brand with Marty, who lives to disrupt established markets. and rewrite the rules of established industries, something he’s done well throughout his entire career.
Marty also achieved notoriety as the creator of the eLearning course Master Positioning and as the author of The Positioning Matrix™, the world’s first mathematical model for creating disruptive brand strategies, which is frequently referenced by sales and marketing professionals.
In his latest role as CEO of the publicly-traded Hempshire Group (TSXV:HMPG), “Mad Man” Marty Marion continues to apply his knowledge, resources and network to disrupt and dismantle major industries in order to position his products into household names, in this instance his target is ‘Big Tobacco’ and the 35 million cigarette smokers in the U.S.
Where did the idea for your career come from?
The idea for my career came from the giant Madison Avenue ad agencies. The show Mad Men was based on one of the legendary agencies where I would become a senior executive. I’ve since become a recognized expert at branding, strategy, and positioning, and a frequent keynote speaker at major conferences in digital marketing and SEO.
MOUNTAIN® Smokes was not my idea; the company was founded several years ago, and the original formulations were created before I came on board, and my role now is to help guide the company’s success in bringing MOUNTAIN® Smokes to consumers and retailers around the world, as a smarter alternative to tobacco cigarettes and nicotine-based vapes.
What does your typical day look like and how do you make it productive?
I get up at 4am every day and get an hour workout in before a half-hour swim or spa. I’ll get home and have a healthy breakfast before starting work at 6:30 am – pretty much 6 days a week. I finish whenever I finish. How I make it productive is I prioritize my health and always carve out a little personal time each day. I also read a lot; it’s important to never stop learning.
How do you bring ideas to life?
I break rules and follow some very simple formulas that have been proven over decades by the most successful consumer products and healthcare product marketers in the world. Once I understand the target market and their needs, I can put together a unique and talented team capable of marketing a product that fills those needs. Consumers only buy goods and services that solve problems or fulfill needs or desires. Once you understand the psychology of consumer decision-making, you can help almost any legitimate brand to achieve true competitive domination.
I think it’s always better to outsmart your competitors, and not have to out-spend them.
What’s one trend that excites you?
More than 35 million people in the US smoke cigarettes every day. 1.8 billion people worldwide smoke cigarettes. They are fully aware that smoking causes respiratory, cardiac and other health problems, and that nicotine is addictive, but they do it anyways. There’s a reason for that. In fact, there are 36 reasons to be specific. I’m excited that I have the opportunity to lead a team of highly experienced professionals who have created an incredible alternative to tobacco cigarettes that fulfills the needs of those 1.8 billion people without the chemicals, dangers and risks caused by nicotine and tobacco. MOUNTAIN® Smokes is truly a one-of-a-kind product, and frankly, I’m excited to disrupt ‘Big Tobacco’.
What is one habit of yours that makes you more productive as an entrepreneur?
Being a good person who cares about others and is unafraid to break the rules to fulfill their needs. If you do everything by the book, you will never gain a true competitive edge. By creatively finding solutions to fulfill the needs of people, with legitimate products, you can reinvent the rules and reset the bar in almost any industry.
What advice would you give your younger self?
Read more and doubt more. People are quick to do things that make them feel connected, especially at times like the pandemic, but don’t believe everything you hear, read, or see without validating it for yourself. The combination of social media fueling divisive and often misleading information and a consumer society hungry for recognition opens the door to both intentional and unintentional spreading of dangerous and ill-informed information.
Tell us something that’s true that almost nobody agrees with you on.
I believe in hiring people who are smarter than me. Leaders become leaders by making their own rules and setting the bar for everyone else to catch up to, so it’s best to have the brightest people on your team to help you do so. As a CEO my job is to empower my team to excel. I also believe strongly in engaging with best-in-class partners such as marketing and ad agencies who have demonstrated abilities to bring new products to market successfully. We’re lucky to have engaged one such partner in the marketing and creative agency WKND Digital, who is playing a major role in helping is set and execute a disruptive set of strategies and tactics to bring MOUNTAIN® Smokes to market.
As an entrepreneur, what is the one thing you do over and over and recommend everyone else do?
Don’t always try to fit in. Question authority and have confidence in yourself and what you believe in. It’s OK to make mistakes as long as you learn from them. What’s not OK is to not try, or to wait for that elusive state of ‘perfection’ before getting into the marketplace.
What is one strategy that has helped you grow your business?
I can talk about how great my product is 24/7/365, but until you try it for yourself, you only have my word. We take away the risks and hurdles of trying our product for anyone interested by offering them a free pack. Giving away our product for free has significantly expanded our reach and has been publicly appreciated by thousands of consumers and even by celebrities.
What is one failure you had as an entrepreneur, and how did you overcome it?
I was once a consultant for the largest and best-known maker of aspirin products in the world, and they were preparing to execute the largest product launch in their history at that time. I knew the launch and brand strategy was a mistake and they weren’t ready, and so I voiced my opinion and got fired because of it. Some would call that a failure, but the company ended up losing every penny of that product launch and had to pull the product. I don’t regret a single thing and pride myself on always being honest and telling my clients the good, bad, and ugly. Truth matters, even more today than ever before, even if it’s ‘inconvenient’ to hear.
What is one business idea that you’re willing to give away to our readers?
Stop thinking things through till death and take action. Perfection is mostly an illusion, especially in marketing. When you’ve done your due diligence and have intelligently researched your market, go for it. You’ll make mistakes and (hopefully) learn from them.
What is the best $100 you recently spent? What and why?
The book “The Chaos Machine”, by Max Fisher. It explains the psychology of social media and how the major social media platforms have intentionally created and spread chaos by intentionally provoking moral outrage in the pursuit of profit. It’s an example of the old maxim that power corrupts, and this books should be required reading for every marketer. It’s one of the most important – and frightening – books I’ve ever read.
What is one piece of software or a web service that helps you be productive?
I have multiple computers, phones, and tablets, but the one thing that I rely on the most and that makes me ten times more productive is a simple analog calendar. Without it, I’m not sure I’d get anything done. You have to pull your face away from the screen or it literally sucks you down one rabbit hole after another. I love how analog keeps me somewhat sane… I collect vinyl records and I don’t even own a CD player… I shoot photography on film, and yes, I use a good old fashioned calendar and planner.
What is the one book that you recommend our community should read and why?
In addition to The Chaos Machine I mentioned earlier, I would also recommend that everybody read “The Art of War” by Sun Tzu because it makes you rethink how simple it is to become the #1 leader in the world if you just understand the basic principles of human psychology.
What is your favorite quote?
“He not busy being born is busy dying”. It’s a line from Bob Dylan’s song “It’s Alright, Ma”.
- Don’t be ashamed of the things you do and try to be humble. Try to figure out what needs your actions fulfill and how you can find a healthier alternative, if there is one. Happiness is directly related to health, and health derives from happiness. When you find happiness, relish it and experience it as often as you can.
- Celebrate every moment. Learn from everything and try to enhance your life in every way you can. Try to stay focused and avoid as many distractions as you can. And be trustworthy.
- Don’t be so serious. Take a break and stop to smell the flowers, laugh, focus, take a breath. Literally. Prioritize personal time, and don’t beat yourself up for doing so.
Interview with Rich Nanda, Principal at Deloitte
“Digital Investments Need to Be Aligned With the Organization’s Strategic Priorities, and Strategy Needs to Be Aware Of New Where-to-Play and How-to-Win Options Created by Digital.”
Hi Rich, please tell us about your role and the team / technology you handle at Deloitte. How did you reach here?
I lead the US Monitor Deloitte strategy capability for Deloitte Consulting. Our practice has unique capabilities including corporate and competitive strategy, technology and AI strategy, and transformation strategy and design. We believe that our clients’ technology and strategy needs are inextricably linked and have organized our practice capabilities to reflect this market reality. I’ve spent 20 years at Deloitte working in the consumer goods space across strategy, technology and transformation, so my personal experiences fit well with the practice that I have the privilege to lead.
How did your role evolve through the pandemic months? How did your previous experiences with technology management help you scale your efforts and meet unprecedented challenges?
My answer to this question is quite literally the topic of a forthcoming book I co-authored, The Transformation Myth. It’s a book about using digital innovation to build capabilities – nimbleness, scalability, optionality and stability – that allow your enterprise to adapt through a capacity to change. The pandemic was an acute shock that required an unprecedented leadership response. It was also a learning lesson for how to lead in the face of more chronicand ongoing disruptions.
What is the most contemporary definition of Digital Transformation and how does it apply to a traditional IT Operations and Services company?
There isn’t any single universally accepted definition of digital transformation. It can mean different things for different organizations. IT modernization, digitizing processes, modernizing operations and GTM, implementing digital business models—these are all ways our company leaders use the term. I like to say that digital transformation is about becoming a digital enterprise: an organization that uses data and technology to continuously evolve all aspects of its business models — what it offers, how it sells (interacts with its customers) and delivers, and how it operates.
How do digital capabilities empower organizations to scale up, through challenges times such as COVID-19?
As our research showed, digitally mature companies have an edge over lower-maturity companies when it comes to agility, capacity to innovate, and crucially, resiliency. This resiliency piece is ultimately about businesses being able to scale up and drive forward new opportunities through their investment in and focus on digital capabilities.
The pandemic brought digital transformation to the forefront and showcased that those who accelerated their digital capabilities were capable of making years of progress in a matter of months, as well as empowering companies to bolster customer retention and acquisition efforts. As an example, digitally mature organizations can more quickly and easily do “micro innovations”, which are tweaks to products, services and channels. These lower-risk, high-value innovations translate to further resiliency for a business, leading to even more digital capabilities and an ongoing competitive edge.
How do experiences with digital states of functional teams differ within an organization — how is marketing ahead of Finance and HR in this regard?
Marketing has been investing ahead of Finance and HR for years to engage customers through digital channels and analyze data from those channels for customer insights. The broad adoption of cloud-based CRM is a prime example. This commitment increased with the acceleration of digital transformation during the pandemic when digital engagement with customers became even more critical.
HR functions are racing to adopt digital too now in order to support remote work across the organization. DEI mandates are another key driver here as HR seeks to analyze the current state and track progress towards key DEI objectives.
What’s the best strategy to embrace digital transformation? How do these fit into strategy planning of a market-focused company?
Digital and strategy need to inform each other, meaning digital investments need to be aligned with the organization’s strategic priorities, and strategy needs to be aware of new where-to-play and how-to-win options created by digital. Planning for both strategy and digital transformation needs to be combined into an integrated process that occurs frequently to keep pace with changes in the marketplace.
A: Tell us how the hiring trends in the digital industry would further evolve in the innovation sector?
We will continue to see very strong demand and intense competition over digital skills, including cloud, data science, and cyber. But beyond that we’re seeing the increasing importance of having digital savvy workers even in non-technical roles. The report calls out this need in strategy organizations, where knowledge of the strategic opportunities afforded by digital technologies is increasingly crucial. The same will be true at all levels of organizations: digital savviness will be a necessity.
B: Which domains within AI ML and Automation are you most excited about?
All of them! Jokes aside, I’m most excited about AI, ML and Automation that is applied to new business models, new ways of creating value for customers, and new ways of competing – AI for business transformation.
Any advice for young professionals planning a career in digital industry?
Show up as a lifelong student and constantly pursue new learning curves. The most rewarding part of my career has been the opportunity to seek and tackle new, pioneering challenges over and over. Be curious and courageous in seeking those endeavors.
Tag a person from the industry whose answers you would like to see here:
Ben Stiller, my colleague that runs our AI & Data Strategy market offering.
Thank you, Rich! That was fun and we hope to see you back soon.
Rich is a Principal in Deloitte Consulting where he serves as the leader of Deloitte’s US Strategy Offering, which spans advisory and implementation capabilities for architecting strategies for growth and value creation, configuring the business to win, and unlocking business value through the power of technology and digital innovation.
In his personal area of practice, Rich has significant experience in guiding clients through strategy-led transformation to achieve profitable growth. He routinely advises the boards, CEOs, and executive teams of Consumer Product companies on topics spanning growth, business model innovation, operating models, capability building, analytics, and technology adoption.
Rich is passionate about the relationship between brands, their retailer partners, and the consumer. He researches and has written studies on disruptive consumer, retail and technology trends and next generation capabilities required to win in a digital economy. He partners with the faculty at Northwestern University’s Kellogg School of Management on research and routinely lectures at leading business schools.
Rich earned his undergraduate degree in engineering from Kettering University and his MBA from Columbia Business School.
Deloitte provides industry-leading audit, consulting, tax and advisory services to many of the world’s most admired brands, including nearly 90% of the Fortune 500® and more than 7,000 private companies. Our people work across the industry sectors that drive and shape today’s marketplace — delivering measurable and lasting results that help reinforce public trust in our capital markets, inspire clients to see challenges as opportunities to transform and thrive, and help lead the way toward a stronger economy and a healthy society. Deloitte is proud to be part of the largest global professional services network serving our clients in the markets that are most important to them. Now celebrating 175 years of service, our network of member firms spans more than 150 countries and territories.
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