Author Archives: Kira Makagon

About Kira Makagon

Kira Makagon is a successful serial entrepreneur and tech industry leader. A graduate of UC Berkeley with both an undergraduate degree in computer science and an MBA, she enjoys sharing her lessons learned from being a veteran “only woman in the room.”

Your iPhone As a Matter of National Security

It’s all over the news: the federal government “cracked” the iPhone. Or did it?  Tech industry followers know that conspiracy theories are abundant. Maybe Apple actually cooperated with the government through some back-door deal. Or maybe there actually are hackers working for the government who did hack the iPhone. In that case, if the iPhone can be hacked, what does this say about Apple’s security? These are only some of the theories and worries that are going around.

As a multi-time tech founder, I can’t emphasize enough how much I care about security. It is paramount. If a company can’t assure customers that their data and devices are secure, they won’t be a company for very long. Customers care a lot about having cool technology, but they care more about their rights to security and privacy. That’s why this battle over iPhone security matters a lot beyond conspiracy theories. People are going to need to know the full, true story of what happened as well as how it happened in order to feel that their devices and data are safe.

What trumps concerns about the safety of data and devices, though, are concerns about the safety of people. One of the most important roles of governments everywhere is to keep people safe. Terrorism is a real threat. Protecting people from terrorist acts requires some latitude when it comes to accessing devices. Tech companies have a responsibility to cooperate with the government in these situations. The government has a right to intercept communications between bad guys — period. This does not mean that government should have carte blanche access to devices and data. Yet during this war on terrorism, it is critical to err on the side of overreach rather than under-reach. People’s very lives are at stake. I have to trust that elected officials will put security measures in the form of laws into place to protect us all from potential government abuse of this power to access information. We have needed this access and these protections during every war. The war on terrorism must be treated the same as a war against any enemy if we are to remain safe.

Cooperation between tech companies and governments is critical in these cases because the only other option — hacking — is extremely dangerous, just as terrorists are. I believe that hackers should be punished severely. They should not be employed by our government to hack phones or anything else. Hacking is too uncontrollable, which is why Apple not providing a backdoor into its phones is so very important, actually. Their phones should not be hackable. That’s not to say that there should not be an access point from which companies and governments can cooperate to fight this war, but it shouldn’t be a hackable back door. For any government that relies on its people to trust them to look out for their well-being,  the inherent dishonesty of hacking has to be avoided.

The fact that our government bragged about cracking the iPhone reflects poorly on both our government and on Apple. This situation could have been handled quietly, but now millions of consumers will be petrified that their iPhones are unsafe. This is the very definition of a lose/lose situation. The government may have gotten the access it sought, but it did so at way too high of a price. Anything connecting the word “hacking” to our government is just a bad idea.

I hope that the full story of what happened here comes to light and that it does, in fact, involve cooperation that was eleventh-hour and spun poorly in the press. The other option — that the iPhone was hacked, whether or not by the government — is a pretty hard one to stomach. We won’t be able to imprison hackers who are up to no good if we are also employing them to the same end. In the interest of safety, tightly-regulated cooperation — not hacking — is essential for our most secure future, from the perspectives of tech companies, users, and governments alike.

This post originally appeared on LinkedIn on April 7, 2016.

Impressions from the Wall Street Journal’s Women in Technology panel: Ways to Advance and Maintain Diversity in our Workplaces

Earlier this week, I attended a dinner and panel discussion hosted by the Wall Street Journal on the topic of Women in Technology. Moderated by Nikki Waller, the Journal‘s Global Management Editor, the program featured a panel of senior leaders discussing their companies’ strategies regarding challenges affecting women in technology today. Industry-led insights from the McKinsey & Co. and LeanIn.Org Women in the Workplace research study were presented during the evening as well. Panelists included Padma Warrior, Chief Development Officer and U.S. CEO, NextEV; Carl Bass, President and CEO, Autodesk; Elissa Steele, CEO, Jive Software; and Eric Kutcher, Managing Partner, Western Region Americas, McKinsey & Company. McKinsey & Company Partner, Lareina Yee, led a Q&A session as well.

As someone who writes and speaks often on the subjects of diversity and of women in technology, especially those in leadership, I attended in hopes of gathering ongoing ideas for how to encourage more young women to pursue careers in technology. As RingCentral’s EVP of Innovation, I try to keep an ear to the ground not just for technological innovation but also for innovative ways to attract, retain, and advance the most outstanding and diverse workforce possible. To that end, something Carl Bass said resonated deeply with me. He offered that as a CEO, his job involves making lots of important decisions each day — yet the longer he serves as a CEO, the more he realizes that his leadership is more about setting the tone of the company’s culture than it is about making decisions. He wonders why many women start careers in technology then leave as well as about where they go afterward.  He believes, as do I, that CEOs can set up a culture in which women are more likely not only to succeed, but, most importantly, to stay. Statistics offered by McKinsey support the payoff for that retention, too; the rate attrition of women in senior positions in tech is only 7%, lower than the 10% rate for men.

My own sense is that the key to retaining all people, not just women, in the workforce is to offer mobile and flexible workplace solutions. This makes me especially proud of our company, as that’s what our technology enables people to do. Ours are gender-neutral solutions, and those solutions extend from the tools RingCentral offers to how I run my business. Right now, among my direct reports, I have no young women, but I do have some young men with young families. Theirs is a life that has to have some flexibility built-in so that they don’t feel like they’re compromising their lives for their work. I don’t want them missing their kids’ games or field trips because that’s the kind of stuff that creates an unhappiness in employees that can’t be offset by even the best of jobs. What I want to do is give them the tools to succeed from wherever they need to work that day. As long as their work gets done, in-office face-time doesn’t matter as much to me. Personally, I go beyond that. If I need to talk to one of them on a weekend, for example, I’ll ask them what time works for them. I may be the boss, and this may inconvenience me a bit – but if it makes for happier staff, it’s a small sacrifice to make in the interest of retaining these really good, really hard workers.

When it comes to women, specifically, I feel strongly that they have to see women in positions of leadership from the moment they walk in the door so that their path is clear. Padma Warrior shared something along these lines as well. Her company is private presently, but she shared her commitment to making her board 50/50 men/women when it does become public. As women leaders, we receive calls often asking us to join boards “because they really need a woman.” Elissa Steele feels as frustrated by this as I do. She indicated that she wants go get that call because of her talent, not because of her gender. Elissa is mindful of the combination of talent and diversity on her own board, which boasts two women, and she mentioned hoping for a third. Whether at 2 or 3, that amount of women on a board is statistically high for Silicon Valley. Elissa’s management team also includes her head of people, also a woman, and Elissa cited the importance of putting the person in charge of compensation alongside her at the helm of her ship.

Attention to pay equity came up a bit in this panel discussion, and the consensus of the panel was that men are far more likely than women to ask for better compensation and for raises. This served as a reminder to me that fairness has to be based on something other than who asks. Maternity and paternity leave came up as well – another gender-neutral approach any company can take – with Carl emphasizing how unnecessary it is for people to be physically in the office. What matters is that they achieve results. He gave an example of how it’s great for young staffers to be able to play foosball in the break-room at 10 pm, but that’s not for everyone – especially those who need to head home to families. Flexible hours came up as important again and again.

Advancing more women into technology workplaces isn’t the only key to having a diverse staff, though. Diversity includes race, gender, and more, and it also needs to include those of different natures. Carl shared an example of introverts and extroverts as equally important to team diversity. This made me wonder if companies like Google, who screen for personalities, are looking for this sort of thing. It’s something I’ll be mindful of as I continue to team-build. Padma feels strongly that attention to diversity in every form has to drive the hiring process, not the other way around, something with which I agree.

It’s my belief that the key to attracting as well as to retaining good employees across a diverse spectrum is that idea of culture — especially when leaders create a culture that inspires employees to be better than they already are. This means challenging them by making the work interesting. An important part of that challenge is trusting them to do the work flexibly as needed. I’ve found this brings the best out in my staff, women and men alike. The panelists echoed much the same: that a mobile workforce with flexibility will be key to securing more women in positions of technology leadership. This makes me especially proud to be part of a company offering solutions accommodating this important workplace need.

This post originally appeared on LinkedIn on March 24, 2016.

Silicon Valley Is the Next Hollywood


Recently, I’ve been enjoying a lot of interesting conversations with my son, who works in Hollywood, about the future of our entertainment consumption and creation. When I was a child in pre-glastnost Ukraine, families would gather in the common area to listen to a radio show or to watch our one black & white TV. Nowadays, we ingest podcasts and TV shows on-demand from wherever we are. More and more folks don’t even have a TV at home anymore and, instead, are streaming programming on mobile devices and laptops. Hollywood may still make our movies, but Bay Area companies are holding the keys to how that entertainment reaches us.

As this Forbes article points out, Silicon Valley isn’t only leading pop culture but is also creating it. We listen to Pandora (Oakland), stream original Netflix (Los Gatos), discover new stars on YouTube (San Bruno), and read news on Facebook (Menlo Park). While the recent Oscars aired, folks globally took to Twitter (San Francisco) to share moment-to-moment reactions.

Original Netflix series, like House of Cards or Orange Is The New Black, can’t be accessed through a normal cable box. These series are winning awards and accolades just the same as shows on traditional networks, but there’s nothing traditional about them, as their whole financial model differs. These shows aren’t sponsored by commercial advertisers in the same way as most cable shows are. While they may still have some sponsored product placement and so forth, we’re not interrupted every ten minutes for commercials — and we’re willing to pay Netflix for that luxury.

That’s where Silicon Valley has really taken on Hollywood: in the pay-to-play realm. We want our content when we want it, and we don’t want it to be interrupted. If we subscribe to Apple Music (Cupertino), we can stomach commercials or pay to opt out; the same is true of Spotify (Swedish, with offices in San Francisco).  We sign into accounts on these service providers from our mobile phones, iPads, laptops, video gaming systems, TVs, and more. We want our entertainment delivered to us at our convenience instead of chaining us to our living rooms. Much like the workplace is getting more flexible and mobile, so, too,  is our recreation. To our great benefit, Hollywood theater-quality pictures are possible even on the tiniest of mobile screens.

Underneath this interplay between the old-school glamour of Hollywood and the fast-paced advances of Silicon Valley is a tension that may not be so evident to those simply eager to be entertained at their leisure, though. Content distribution is a sore spot, and the Stop Online Piracy Act, a bill backed by the Motion Picture Association, died only because of intervention from Silicon Valley (Google, in Mountain View, among them). Proponents of the legislation claimed they seek to protect intellectual property while opponents cited the danger to innovation that the bill posed. The bill, which failed, went so far as to enable law enforcement to take down an entire website (like all of Facebook) if a single user (like you or me) posted something illegally on our page. Hollywood has legitimate concerns, but technology, fortunately, was not made to grind to a halt while addressing them — at least, not yet. As the Valley continues to innovate, I don’t doubt the subject of that thin line between protection and distribution will continue to be the center of much debate.

Is Silicon Valley the next Hollywood? With all of the innovation mentioned above alongside advanced animation giant Pixar (Emeryville), once owned by Steve Jobs, and Lucasfilm (Marin), both now owned by Disney, there’s a case to be made that not only Silicon Valley but the greater Bay Area has supplanted greater Los Angeles as the world’s leading maker and purveyor of entertainment. Certainly, Hollywood couldn’t continue to thrive without Silicon Valley. Beyond the incredible movies made here, many more innovations that will make our down-time all the more accessible and enjoyable from wherever we are and whenever we want it are afoot. I find this to be one of the most entertaining things to watch.

Nine Ways to Combat Unconscious Bias in Hiring

For anyone starting a company, a top concern is hiring the best people in order make up the strongest team. I place high value on diversity considerations, as I’ve seen in my companies how diverse teams yield the best results. RingCentral recently brought in a speaker to broaden awareness of diversity issues. Dr. Lauren Jackman of Medallia gave us a presentation called “Understanding Unconscious Bias: Tools and Strategies,” focusing on women in leadership and on ageism, specifically.

Dr. Jackman’s presentation began with an assumption that our company shares: diversity is valuable. RingCentral is the first truly global cloud communications company. To stay at the forefront of our industry, we must account for a host of different perspectives in order to continue to build for our diverse world. With women continuing to be under-represented in technology leadership roles and with the median age of our tech workforce skewing young, how can we make sure that we’re accounting for the diversity we need to consider in order to serve a growing global customer base that is not disproportionately male and young?

Hiring for a diverse workforce in the global marketplace requires increased attention to detail and hard work, and that starts with hiring managers asking themselves about the biases they may carry – even ones that they don’t know about. Dr. Jackman recommended that we all visit a website to take an Implicit Association Test (IAT). There are over a dozen of these, and I recommend that everyone try these tests themselves; they are eye-opening! My own results led me to understand that there is, indeed, a gap between my own theories and practices when it comes to biases. So, what can I do to make sure I’m being as fair as I can be?

According to Dr. Jackman, research shows the following ways to correct for bias in hiring:

1) Flexibility. Have policies as an organization that support equality. Policies such as flexible hours, work-from-home, and family leave make ALL employees happier and more productive at work.
2) Partnerships. Partner with groups that help you target diversity in your pipeline. One example is a group called Girls Who Code.
3) Teach. Teach employees about implicit bias through presentations like Jackman’s. Google has been doing this and measuring it for a while and found that employees are better informed about bias and more likely to scrutinize their own behaviors.
4) Practice mindfulness. Dr. Jackman shared that one of the few strategies proven to reduce your bias score on the IAT is practicing mindfulness meditation for even just 10 minutes beforehand. Her theory is that meditation is strengthening you to be more deliberate in your thinking. She pointed out that we don’t always have time for meditation, so she led us in an exercise called “box breathing,” or “trigger breathing” in military terms, that can help, too. This involves breathing in for two counts, holding for two counts, breathing out for two counts, holding for two counts, and repeating.
5) Define requirements narrowly. Know that women are likely to apply for a position when they meet 100% or more of requirements; men will apply if they meet only 60%. Ask what are true requirements versus nice-to-haves.
6) Advertise without bias. Think carefully about job postings, and screen them. Some words, like “dominance” or “digital native” will turn off some populations. There is a company called Textio that offers a tool to which you can copy and post job listings. Then, they’ll tell you if your posting is skewed in any way and how.
7) Hire groups. If you know you’re hiring five people in the next year, think about that hiring as the year’s “class.” Thinking in that way increases the likelihood that women and minorities will be selected by twice as much. As diversity is very much about the composition of a group, this makes a lot of sense.
8) Use rubrics. Codify what’s critical before interviewing candidates so that you’re looking for candidates who meet clearly-defined requirements rather than trying to mold a job to a candidate you like.
9) Pay attention to your environment. Gender-neutral cues in the workplace – thinks like nature posters versus sci-fi ones — will attract better candidates.

Dr. Jackman closed with an example that really drives home the point of how important it is to remove bias in hiring. According to a slide she showed citing a study by Goldin & Rouse in The American Economic Review in 2000, America’s symphony orchestras were only 5% women in the 1970s. Orchestras began to hold “blind” auditions, which involved putting up a screen so that the player couldn’t be seen and laying down carpet so that women’s heels couldn’t be detected clicking across the floor. These seemingly-minor changes increased the likelihood that women would join orchestras by 50%.

We don’t need screens and carpeting in order to hire more diverse staff these days, but we do need to pay attention to details ranging from what we offer as a company to make our employees happy to how we conduct our hiring. With Dr. Jackman’s talk, our company invested in tuning in to our unconscious biases, and I look forward to ongoing conversations about it as we continue to strive to diversify our workplace and the technology sector in general.

This article originally appeared on the Huffington Post on February 24, 2016. It also appeared on LinkedIn on February 29, 2016.

Three Characteristics of a Great Team

This is my second post stemming from a rich panel discussion on which I participated recently for Fern Mandelbaum’s class at Stanford’s Graduate School of Business, “Entrepreneurship from the Perspective of Women.” As part of this panel, Professor Mandelbaum asked us to share with her class how we think about choosing a founding team, determining the equity split, and attracting and maintaining a great team. In my first post, I shared my four filters for choosing co-founders. In this post, I discuss my views on the three characteristics that team members must share in order to be a truly great team. These characteristics are:

  1. SMARTS. A lot of people think this means technical book-smarts, but I learned the hard way that it mean something else. The best kind of smarts for team members to have is the kind that helps them recognize what they’re good at versus where others would function better. Knowing when to delegate what and to whom ties into smarts, too. Smart also means making decisions based on limited information. People who have top-notch academic credentials may or may not possess these qualities that are necessary for entrepreneurs. I learned this lesson the hard way in one of my companies.
  2. INTEGRITY. If every single team member doesn’t have this in spades, it’s a show-stopper. Don’t even bother going further. Integrity is the starting point of any relationship. Your founding team will be sharing a bank account and a great deal of responsibility. You’d better feel these other people share your positive sense of ethics!
  3. GUTS. As a founder, you have to be fearless in business. There will be times when things are incredibly difficult and you want to run away. At Octane, an early CRM company where I was a co-founder and the SVP of Products, I was a single mom who had the guts to walk away from my previous stable job at Siebel Systems, leaving lots of equity on the table, in order to take a risk with a start-up. Your founding team needs to be made up of people who can go with their gut and who are not driven by fear of failure. Failure is always one of the possible outcomes. It is assured for those who don’t even try or, even worse, who get cold feet when the going gets tough — which it inevitably will at a start-up, even at those that become wildly successful. If you don’t have the stomach for it, don’t do it, or you will let your team down.

No matter what kind of company you launch, it is essential that the characteristics of your team are those which resonate with your personal and professional values. There is no way to learn smarts, integrity, and guts. These are things that your team members must have. If they don’t, they shouldn’t be on your team at all.

This article first appeared on LinkedIn on February 3, 2016.

Four Filters for Choosing Co-Founders

Recently, I participated in a panel discussion as part of Fern Mandelbaum’s class at Stanford’s Graduate School of Business, “Entrepreneurship from the Perspective of Women.” The seminar showcases successful entrepreneurs and their professional and personal journeys. For the panel on which I spoke, discussion focused on teams, partnerships, and co-founders. My co-panelists included Jana Rich, an independent Independent executive recruiter / team builder for startups; Elizabeth Weil, a partner at Andreessen Horowitz, formerly of Twitter; and James Nicholas, a restaurateur. All three shared valuable perspectives with an energetic roomful of business students eager to become entrepreneurs in their own right.

As part of this panel, Professor Mandelbaum asked us to share with her class how we think about choosing a founding team, determining the equity split, and attracting and maintaining a great team. In this post, I take on the question that always comes first for me: choosing a great founding team.

I’ve started several companies in my career, and I’ve always done it with partners. In general, it’s easier, more fun, and better to be in the trenches with others. Picking the right partners is key to making it a good experience and a successful company. How do you pick the right partner? That’s sort of like asking how to decide if someone is the right person to marry. You can date and date and date, yet sometimes surprises pop up when you start building a family together. It’s the same with building a company: you do your best to choose wisely, but nothing is guaranteed.

As I’ve chosen co-founders for the companies I’ve started, I’ve found four filters that can help. They are:

1. Shared backgrounds. Common threads like schools, industries, or prior companies automatically break down barriers. The importance of always keeping your network alive cannot be overstated. It’s best if your co-founders are people whom you know, like friends of friends. If you tap your close friends, you need to be aware  that friends may have no idea how each other behaves professionally. As well, friends sometimes have unreasonable expectations of each other, and this can get in the way of making tough decisions. Once you start working together, co-founders will form close working relationships and will enjoy spending free time together, like on weekends and ski trips. New friendships will be born within the boundaries of the experience you’re sharing and may or may not grow into long-established friendships.

My co-panelists also offered some excellent points with regard to choosing — or not choosing — those with shared backgrounds as co-founders or employees. Elizabeth said that she looks for people who have interesting outside interests and pursuits.  Fern noted that sometimes you have to look beyond your own background and network to make sure that you’ve accounted for diversity and inclusion in your company. And in James’ case, he looked very close to home for a founding partner; he co-founded his restaurant business with his wife, Anna. While James and Anna have clearly-defined roles and function well as a co-founding team and as husband and wife, from personal experience, I can say that’s not always the case. My takeaway from our panel discussion on co-founders’ backgrounds is that each situation will warrant unique and careful scrutiny, making sure that biases in all forms are checked along the way.

2. Clearly-defined roles. Not everyone can be CEO. Not everyone has the tech skills to run product. Roles and responsibilities need to be defined as part of your earliest discussions with your co-founders. You don’t want a founding team on which everyone wants to be CEO or in which everyone thinks they’re better at someone else’s job. As your co-founding team grows, you’ll work together to recruit other members, ones who can add to the conversation with expertise that complements your existing team and feels like a natural fit. Jana spoke of this growth as going far beyond recruiting and hiring; she prefers calling it “building leadership teams.”  As important as it to have clearly-defined roles, it is equally important to make sure that your team functions well as a whole.

3. A feeling of empowerment. Make sure that all team members have the autonomy and authority  to lead within their roles. It’s good to have robust discussions of strategy, but it’s unhelpful to have everyone second-guessing each other’s decisions on a daily basis. Selecting co-founders with complementary skillsets who are confident and competent at executing their own roles is imperative. Trusting each other’s abilities and believing that everyone has the best interests of the company at heart is an important part of empowerment.

4. Clear communication. You have to communicate a clear vision in order to attract co-founders and early employees. It’s essential to do this swiftly, succinctly and orally. You need a fundraising deck, but that’s not what’s going to make great people want to work with you. You’re selling yourself as a partner while also selling the vision for your company. Thus, your elevator pitch has to be conversational and convincing but not polished. Your ability to convey your big ideas clearly and with conviction is part of how you will attract talent to your company. In early days, every time you pitch your vision, you are testing yourself and learning from the feedback. People who you want to join you are not those who accept your vision without asking questions, and even challenging your vision, but, in the end, they have to totally buy in.

There are, of course, many other factors to consider when choosing a founding team for a company. These are big decisions, as you’re selecting people to whom you’ll feel like you’re married for years to come. Take time to make good decisions by using these filters, and, of course, listen to your gut.

This article first appeared on LinkedIn on January 29, 2016.

Imagining IoT in 2025

As a new year begins, it’s fun to think ahead. I enjoyed writing my predictions and resolutions for the year. Why stop there, though? I wonder: what will the tech landscape look like ten years from now? It’s clear to me that the tech story of the next ten years is going to be the story of the Internet of Things and its related pools of data.

The capacity of the IoT to connect our lives in increasingly “smart” ways is truly limitless. Right now, though, we are still managing our technology, programming our devices to our preferences. This will change over the next decade as our devices get smarter and require less input from us. Will these devices intuit what we need based on data gathered through the cloud? I believe so. I believe that our homes will grow smart enough that they’ll know to turn on lights as we approach or to adjust heat settings depending on the preferences of who’s in the house at a given time. Nest already offers a “learning thermostat” that comes aware of a family’s preferences. Next, systems like Nest will learn to adjust those preferences specific to the home’s occupancy at a given time.

All of these IoT features will be visible and controllable in real-time or for future programming on our mobile devices. Already, some kitchen appliances are coming on-board. My friend has an Instant Pot pressure cooker that connects to her wireless network through Bluetooth, allowing her to program and monitor what she’s cooking remotely through her smartphone or iPad. She monitors dinner while walking her dog!

Data that products like Nest and Instant Pot and thousands of other devices collect will breed developments in IoT that we haven’t even imagined yet. Data from devices like FitBit that count our steps and that also monitor our sleep, data from blood pressure cuffs that send readings to our doctors and to apps, and data from our babies’ changing pads all make up a profile of our wellness that will yield lives of more informed choices and conveniences. Imagine how physicians who manage our healthcare will have the ability to view more and more consistent data on many facets of our health: blood pressure, fitness, sleep, nutrition, and more. While some folks will worry about the “big brother” implications of such monitoring, I focus on how very many lives this could stand to save. The way the IoT stands to improve our healthcare possibilities and our general health and wellness is exciting to consider.

In addition to home management system data and healthcare data, it’s easy to conceive that our cars’ systems will be able to interact with our mobile lives as well, reporting everything from fuel statistics to maintenance needs to us, to our mechanics, and to manufacturers seeking to improve with each iteration. With increased movement toward electric cars with their related charging needs for their batteries, statistics will need to be known in real-time. Improvements in all facets of this technology, from batteries to their charging stations to the communication of this data, are advancing rapidly. With Tesla’s forthcoming “Powerwall” battery for homes, this kind of technology and related monitoring already is leaping from our cars to our homes and offices.

There are many more examples of the IoT’s dramatic increase in possibility and scale. For example, with cable companies and entertainment providers like Netflix now integrating seamlessly to our mobile devices as well, and since books have been available for download for quite a long time already, a lot of the work ahead in improving the IoT will be focused on making these devices less breakable, lighter, more portable, and more ubiquitous. Will we still be carrying phones, tablets, and laptops ten years from now? I doubt it. Enhanced integration of these devices is in our future.

It’s hard to imagine where I’ll be in ten years. Wherever any of us are, though, we’ll be relying increasingly on devices that are among the Internet of Things. As an executive in charge of innovation for my company, I can’t wait to welcome these exciting changes that lie ahead.

This article first appeared on LinkedIn on January 21, 2016.