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Head of Online Partnerships at Google
A Digital Transformation Executive with 15 years’ experience combining deep Product knowledge, rich Data insights and strategic Operations know-how to lead change, innovation and growth in global organizations. Industry speaker, evangelist and thought leader on developing and leading high performance teams, divisions and companies using data, culture and agile as main pillars.
Currently Head of Online Partnerships @Google for Work, helping organizations change and transform by adopting a lean, agile and modern way of working powered by Google’s Cloud and Apps infrastructure. Prior to that led Product Strategy and Operations across Search ads, display, programmatic, YouTube and Shopping. Instilling lean, customer centricity and change management practices resulting in scalable, efficient and profitable growth.
As Microsoft’s Global Head of Business Transformation, re-built Skype’s data infrastructure and visualization layer to create a comprehensive digital ecosystem on which all functions and levels worked with and which became the de-facto operating model of Skype. In addition to the advanced modules of the ecosystem, it promoted the behavioural and cultural changes required to create a more nimble, adaptive, and data-driven modern culture throughout. The change enabled Skype to reach its peak connected users, 10X mobile engagements, 50% more revenue and significant uptick in NPS and customer experience.
As Skype’s Director of Product Strategy, radically accelerated the shift to mobile and cloud, streamlined the user experience for a similar ‘look & feel’ across all platforms, drove the migration of hundreds of millions of Skype and MSN Messenger customers onto a single network under the Skype brand, and co-led the merger with Lync to become a unified consumer + enterprise global business. Led strategic partnerships with Facebook and supported the GroupMe acquisition for Skype’s portfolio.
Additional experience working for GE, EY, The Walt Disney Company, Russell Investments and others in which I developed my corporate IQ, EQ and TQ (technical), enabling me to sharpen my approach, tweak my skillset and learn new methods in order to generate value faster, more efficiently and with a motivated and happy workforce.
“The topic is merely a sub component of the overall technology revolution we are seeing the market. Organizations need to bridge the gap that have led to more informed and engaged customers that reward fast and quality service exponentially via viral social media but can also dis-proportionally penalize companies that fail to do so using the same medium. As a result, companies are looking for an overhaul of their operation so they can take advantage of technology and not become a restraint of it.
It will cover the main ingredients that organization need to have in place in order to take full advantage of the digital disruption we are all facing. These ingredients include the tangible technical elements such as data infrastructure & virtualization, cloud, mobile compatibility, and machine learning. But also the less talked about, intangible and abstract terms such as culture, agile, lean and behavioural elements which are just as important to the technical ones.
The key lesson to the audience is that the job isn’t over when implementation or migration has finished.”
“One of the main challenges organizations are facing today is how they adapt to the changes triggered by technology. I categorize these changes into three main themes:
Technology, Business and People that are closely interconnected.
From a technology perspective, the question is how to make the powerful technologies of Cloud, Mobile, Artificial Intelligence and the abundance of data and APIs into a positive and advantageous enabler as opposed to detractor that causes complexity and stress but little value. This basically can be summarized by how can we adopt disruptive technology without disruption to the organization.
On the business front, the standard assumptions on commercialization and monetizations needs to be rethinked. With the sharing economy in full swing, subscriptions based services and the ability to scale globally at a moment's notice, incumbents and newcomers should be able to adapt their models to the technology and user requirements. To do so would require a new view on operations, moving to more agile and lean environments that promote innovations and a positive view towards open and partnerships. On the investment side, current market favors growth and vision over profitability which contributes further into changing strategies on business model.
From a people side, technology has changed the way we live, behave and interact. From social media, selfies and mobile ubiquity, these behaviours along with a millennial workforce have entered the workplace. As a result, buzzwords such as culture, gig economy, empathy and others have required firms to properly address them. From flexible working conditions to perks, transparency, empowerment, personalization and brand recognition, firms are seeking to create the ultimate environment for their talent to thrive in. A new style of leadership, one that is more comfortable with uncertainty, can operate fast and limit bureaucratic overhead is required in the digital age but is currently in short supply.
Overall, organizations should constantly try and find and the right balance between these elements and between the art and science of working in the digital and information economy. A balance that needs to take the promise of technology and marry it with the desire of humanity, to balance the cognitive intelligence of machines with the emotional intelligence of humans and to be able to treat employees fairly but not necessarily equally and be able to reap the benefits of personalization without creating filter bubbles.”
“Continuing to see the disruption companies are facing and the creative ways in which they respond, adapt and change to the new circumstances it brings. Networking with colleagues and sharing our experience and practices with anything digital will be interesting for all parties.”