Hair of the dog

Last week I posted about how a good slide about changes in the datacenter didn’t make it into a slide deck I was working on.

At the end of the post, I had evolved the slide to this, where the blue arrows indicate cause and effect for innovation, and the red arrows are indicating what is causing all the pressure on storage:

Blog_post_slides_pptx_4

 

 

 

 

 

 

What’s really interesting to me about this is that the same things that are disrupting the datacenter and fueling all the growth in applications and virtualization are the same things that can solve the storage problem.

Call it a technical “hair of the dog” if you will – that which is causing the problem is also the solution.  Because if we take all the memory and CPU that is on the server-side (that is causing the growth in workloads that are taxing storage…) and start using those resources to process storage operations (and leverage the 10GbE networking to communicate across servers) VOILA! We have made major progress on solving storage performance issues.

[[And as an aside.  I never remember if it’s “tail of the dog” or “hair of the dog” just like I never remember if it’s “coming down the pipe” or “coming down the pike.”  Apparently it’s “hair of the dog” and “coming down the pike.” Anyway – this is the part of semi-technical blogging where you get to see my personality and learn exactly nothing technical.]]

In closing.  The best thing about technology marketing for a startup is that you are never “done.”  We’ll continue to have more opportunities to talk with prospects, press, analysts, and other members of the community.  Hopefully I can take some of this reflection and refinement and use it to better tell our story in the future.

 

Roster cuts

It’s football season (Hallelujah! Go Pats!) and going into the season, every team just finished making the roster cuts necessary to get down to 53 men.

Hmmm…something about that sounds familiar…OH, right!

It’s VMworld and going into Tech Field Day, we just finished making the slide deck cuts necessary to get our presentation down to 53 minutes.

The morning before TFD, we killed a slide.  It wasn’t a bad slide, but there was discussion of how the deck was already long, the speaking slot short, and the slide perhaps a bit redundant. All told, the deck was 24 slides, and I think we created and didn’t use another 24 slides as we crafted and refined our story.

The presentation went great – Peter and Scott did an amazing job talking about our architecture and demonstrating the new features of version 2.0 of our product.  Check it out here.

But the last slide we killed stayed with me.  Not because it was the greatest slide, or the worst slide, but because I think it says something interesting that as the product marketer I didn’t capture compellingly enough to justify its remaining in the deck.

Here’s the original slide:

Tech_Field_Day_Deck_-_release_candidate_pptx

 

 

 

 

 

 

See?  It’s pretty interesting – it takes six important pieces of the datacenter and provides a factoid about each one.  After that, we focused in on why there is so much pressure on storage, since that is the problem our software solves.

Blog_post_slides_pptx

 

 

 

 

 

 

After that, the story continues with a discussion how different vendors are solving the problem of pressure in storage, and how our solution is differentiated from them.  We ended up removing the first slide above and just starting the story with the second slide.

What I didn’t capture right in the deck is the interconnected-ness of these components.  I’m going to take storage out of it for a moment, because that’s the component whose change we want to analyze.  So, if you look at what is enabling Applications and Virtualization to change in these ways, it’s the changes in CPU, Memory, and Networking.  Conversely, the innovation in those areas is being driven by the Application and Virtualization growth.

Kind of like this. (And to get really technical about it, I’d say that 10GbE networking is even more impactful for cloud-based apps than it is for virtualization, we can keep the image simpler.)

Blog_post_slides_pptx_1

 

 

 

 

 

 

Now we can look at what is driving all the pressure on storage.  CPU, Memory, and 10GbE are enabling applications to get faster (and scale out) and virtualization to consolidate more densely.  But the 10GbE network isn’t just enabling applications and virtualization, it’s also the pipe directly to the storage – so it’s a direct factor as well:

Blog_post_slides_pptx_2

 

 

 

 

 

 

And one final touch on that slide – the major disruption in storage itself – flash technologies dropping in price – are causing pressure on storage.  Flash means more I/O able to be processed on the storage, IF the storage processor can handle the uptick in IOPS.  And flash needs special handling for things like garbage collection and wear leveling.  So that’s more pressure storage is putting “on itself.”

Blog_post_slides_pptx_3

 

 

 

 

 

 

So that itself would have been a better first slide – and in fact may have negated the need for the second slide.

Stay tuned for another post early next week on what else is interesting about this slide that didn’t quite make the roster…err…deck.

Now what?

After the crazy weeks leading up to VMworld, followed by the exhilarating show itself, wondering-aaronfollowed by a long weekend off, I expected to come back to work yesterday raring to go.

But I wasn’t. I was at loose ends, attending meetings and answering emails but lacking in drive, direction.

It was as if the adrenaline and energy that had been propelling me the past several weeks was gone and nothing had taken its place. My typical instincts for how to prioritize and shape a set of projects was missing.

It’s not that I don’t know what to do; there’s plenty:
-fine-tune the messaging on the website
-write job descriptions for some new roles on the team
-update the company deck with new messaging from VMworld
-investigate our alliance programs for co-marketing opportunities
-map our content to our programs for the rest of the year and identify gaps
-create new content based on all the new things we created for VMworld

But yesterday, I had no motivation for any of it.

Let’s hope today is better.

I know what I did this summer (The tl;dr version)

It’s been a helluva summer.

I haven’t blogged in a few weeks – and I hope to get back to my regular cadence.  But here’s a tl;dr version of what I’ve been up to.

Outside of work

unnamed (1)

Staircase in our new home

At the end of June, my family and I closed on a new home, after a whirlwind of real estate transactions.  We love our neighborhood and street, so we bought our next door neighbor’s larger condo and sold ours.  Don’t kid yourself, a move next door is still a move.

We took a quick vacation to the Cape, then started on a small set of renovations in the new place.  mrDiva traveled for work in the weeks before and after vacation, while I shifted into heavy-duty prep-for-VMworld mode.

bla bla bla

Family vacation on the Cape

We moved into our new home, spent a few days in the Adirondacks with mrDiva’s family, then he traveled again, while I managed a sick dog and leaky ceiling.  Oh, did I mention that at some point in there our car was damaged and in the shop for several weeks?  And that our favorite babysitter moved away to Denver, our dog stayed sick for weeks, and our fridge broke?

But it was a #firstworldproblems kind of summer – we are so lucky to have a beautiful new home, two amazing careers, and most importantly, a healthy babyDiva who is talking up a storm and learning by leaps and bounds.

 

 

At work

The work I put into prepping for VMworld was unlike anything I’ve ever done professionally.  VMworld is the biggest tradeshow my company participates in each year – 20,000+ attendees, all of our competitors and partners, and this year, our opportunity to launch version 2.0 of our product.

Leading up to VMworld here were the major projects I was involved in:

  • Training the entire booth staff on our messaging, our product’s new features, and how to talk with prospects about common objections.
  • Designing the demo of our product we were showing in the booth.  Fortunately, we have amazingly awesome (is there where I’d use the word “amazeballs”?) technical people who wrote the software and set up the demo systems, so all I had to do was determine how we wanted to tell the story.
  • Working with our technical leaders to write our deck for Tech Field Day, a unique event during VMworld where we can present our story to top bloggers and customers.
  • Writing new collateral to support our major use cases.
  • Writing new messaging to describe our 2.0 product value.
  • Writing content for our new website, launched to support our product launch.

Phew.  It was late nights, weekends, work on vacation, and more iterations than I care to remember.   And yes, I am going to the spa tomorrow.  But I would not have traded it for anything.  Having this level of impact is exactly why I went to a startup.  And coming out of VMworld with all this having executed successfully I am (#humblebrag) appreciating what I’m able to accomplish with hard work.

At VMworld show floor

At VMworld show floor 

What I learned

I learned a lot and I’m sure that over time I’ll assimilate even more of it.  Here’s my first pass.

1. Events like this are a force function for articulating strategic direction.  Our senior technical leadership is unbelievably talented, and has a great vision for the company.  However, getting it out of each of their heads and creating a single message for the company’s direction isn’t something we’d have spent time on unless we needed it.  Having done it, there are so many derivative assets and projects we can follow-up with now that we have a clear, written articulation of where we are in the market and where we are going.

2. It’s really hard to switch between marketing for the broadest audience and marketing for the most sophisticated audience in short time.  Our booth staff training and our website marketing has to be accessible and educational.  Our marketing for TFD is predicated on having an audience who already has a strong baseline of the industry, the newest technologies, and even what we do.  Knowing one’s audience is necessary for great marketing, but that doesn’t make it easy to create content for two divergent audiences at the same time.

3. I am beginning to appreciate more dimensions of what it means to be at a startup.  My personal work is very visibly impacting our company’s success.   We are in a segment of the market that is definitely forming right now – we’re one of only two or three vendors who is successfully executing I/O optimization software, and customers and press are paying attention.  What we put on our website and say in the booth and put in our press releases is actually shaping this part of the industry.

4. Absolutely nothing is a substitute for a hard working team. I have never ever worked with a team who worked as hard as our staff did during VMworld.  We demoed until we were hoarse, kept going long after official show hours closed, pitched people in elevators and taxis.  Our salesguys were indefatigable – not looking at their watches, phones, or even breaking for lunch when there were customers around.  I was so proud to work for Infinio and so excited to see how busy our booth was and how many great conversations we had.

5.  Being a working mom is awesome.  babyDiva is just over a year and a half old, and I am so excited to see her grow up.  Nothing gives me perspective on a long day at work like discovering she’s learned new words (“plate” “stroller” “melon” “thankyou”) and can’t wait to use them.  Or grabbing a granola bar to stick in my bag and seeing her do a happy little ‘granola bar’ dance.  I don’t feel torn, I don’t wish I were home all the time, but I love having a life where I can have both.

 

My memory of this summer will be one where the stars of work and home life aligned.  I have no illusions that it will always feel this way, but I’m happy to enjoy it

What would have happened if I had live-tweeted my first hour using a standing desk

bla bla blaHere we go!   

This is cool.  Are my ergonomics right?  Maybe  knows.

Ok, I think it’s the right height.   

Googling for an article on standing deck health benefiits.

Googling for an article on standing desk productivity benefits

Googling for an article on healthcare cost reduction for standing desk

RT  So sexy! My husband on the cover of GQ shot by Patrick Demarchelier!!!  

Back to work 

. do you think we need Reebok ball for balance

I’m so short – ’s desk is the only one shorter than mine.  and  keep their desks so high

Soooo productive on my new standing desk!

It’s only been 8 minutes?  Wow – shoulders hurt a little  

OK, working on my  deck.  This is so cool to be standing.

Where’s everyone staying for ?   anyone?

Will anyone notice if I take my shoes off?

Something about a standing desk makes me feel powerful – opening a few new windows on my desktop   

So easy to see  and  and email at the same time as Word and PowerPoint when I’m standing

. back at her desk.  Wearing heels today.  How does she do  with heels?   

Should my desk be a little higher?

Should my desk be a little lower?

My back is starting to hurt   

Off to a staff meeting  

Hey tweeps, anyone use a treadmill desk?

How is a zebra different from a basketball hoop?

7233868808_75f70d0738_kThree months ago, I wrote about how quickly the storage industry was changing.  I commented on how the fundamental concepts you need to know to be in a conversation about storage are really different than they were just 3 or 5 years ago.

Last week I attended BriForum (great event focused on virtual desktop technology) and was reminded again of how quickly things change.  It came in the form of questions from prospects who came by our tradeshow booth.

Earlier in the year, the questions we got the most were:

“So what do you guys do?”

“Oh, so you’re like ABC?”

Except it’s like we’re selling zebras and ABC is basketball hoops.  Prospects had no sense of our part of the industry and a large part of our interaction with them was around education.

Now – just a few months later – it’s:

“What makes you different from XYZ?”

“Oh, so you’re like ABC?”

It’s a good sign for us, because now ABC is horses.  We’re selling zebras, and someone’s saying, “oh, I know what zebras are, they’re like horses, right?”  XYZ is cows.  We’re being asked how zebras are different from cows.

The technologies we’re being compared to are in our space.  This is good news.  

It means we’re in a maturing part of the industry, one that is sussing out who the players are, and what the right technical solutions are.  A part of the industry that is determining how we talk about value and what category our solutions fall into.  It means our customers are getting better educated before they find us.  A lot of things make Infinio different from our competitors and now that can be a larger part of our discussions with customers.

It’s been really interesting to actually see this happen; previously I had always sold and marketed technologies that were already part of existing industries.  It’s also been challenging to keep up with the marketing as the industry matures.  We have to quickly shift from “this is what server-side caching is” to “this is why our technology is better.”

I’m holding on for the ride.

Would you eat that bagel?

bagelI used to work across the street from a well-known franchised bagel store.  I ate there because it was convenient.  But the food was prepared terribly!!   Cream cheese an inch thick across the entire bagel, hole and all.  Tuna spread across the bagel unevenly, extra in the hole it seemed.

I always used to think to myself, “Do these people even look at the food before wrapping it up?  Would they serve themselves, their spouse, their child this food?  I think not!”

The other day mrDiva and I had One Of Those Days.  Carsick babyDiva, accidental separation of adults at the beach, dead car battery.  We got home, looked at the food in the fridge, and said (nearly simultaneously) “delivery.”

He really wanted Papa Razzi pasta, so I called to find out who provided delivery services for them.  Turned out it was Dining In, so we placed an order with them.

Except from the time we started our order and the time it took to correct their misbehaving web form that wouldn’t take our credit card, the delivery time changed by 45 minutes.

We weren’t having any of it.

mrDiva called Dining In and I daresay his hackles were up.  But their customer service rep was delightfully human.

That doesn’t sound good,” she said, “that sounds like a long time!”  She went on to work some magic that had our food delivered sooner.

Over orichette and penne, we discussed what was so good about her service.  It was that she was human in her response, while still doing her job and not disparaging her company.  She was exactly the opposite of the bagel sandwich-makers – she gave us her honest reaction while working to resolve our problem.  She was herself.

I don’t think this happens enough in sales and customer service.  Service is so script-oriented that rarely do you get an actual human reaction to a complaint or request.   And this experience was more than just empathy or assistance, it was a real person on the other end of the phone showing me that she was a real person who was also trying to solve my problem.  Having that interaction made me really like Dining In.

(And no, there’s no WAY you’d eat that bagel.)

How to have a professional network

Here is a strategy for how to have a professional network:

Step One: Get a job at a big company
Step Two: Work there for a long time
Step Three: Note when people start to leave the company
Step Four: Leave the company

Congratulations – you now have a big network across your industry.

When I was at the Massachusetts Conference for Women last year, I went to a “women in technology” break-out.  A young woman asked about how to manage building a network if you are at a big company.  Then she seemed a little panicked about what to do with said built network if you leave your job.  Seasoned industry veteran that I am (ha!) I commented that you will end up with a big network just by staying in a big company because eventually those people go work somewhere else, and so will you.

Granted, you have to work your network – stay in touch with people, engage in conversation, solicit advice – but if you have one at a big company, you’ll eventually have one in your industry.

Yesterday I attended the VTUG Summer Slam in Maine. It’s a great annual event for virtualization users in New England, and this year was no exception.

I couldn’t believe how many people I knew there on the vendor side.  It was exactly my point on networking: former colleagues of mine were at XIO, Pure Storage, Citrix, Datacore, CommVault, and Veeam.  These were all people I could call up and have lunch with, not just acquaintances.

I had a great time catching up with everyone, hearing how they were doing, and learning about their technologies.  Already looking forward to VMworld.

Brainstorming

Last week was an exercise in brainstorming.

Our biggest tradeshow of the year is coming up, and we didn’t have the right story yet.  So Alan, Carrie, and I met to come up with something.  Then we met again.  Then again.

vlcsnap-931788_jpg__853×480_And it was like that episode of the West Wing when the President is deciding whether to kill a known terrorist, and it’s in the situation room, and the joint chiefs of staff are presenting him with all the info, and they’re ready to take this guy out, and the president looks at them and says,

“You haven’t got it.”

And we didn’t have it.  So back to the brainstorming we went.  And eventually, we got it.  But it had me thinking about brainstorming all weekend.

A few months ago, I read an article that indicated that brainstorming in a group is not more effective than just thinking alone. I can’t find the exact article, but a cursory google led to hundreds of pages on “ground rules for brainstorming” “the myth of the brainstorming session” “sometimes it’s better to brainstorm alone” – in short, there are myriad articles on how brainstorming is not all it’s cracked up to be and how to make it more effective.

I’m an old-school brainstormer.  I believe in taking every idea that comes up and putting it up somewhere that everyone can see it.  I think seeing ideas helps generate more ideas.  And the whole point is to generate as many ideas as possible, then weed through them after.

I’ve always found that if you have enough ideas eventually you’ll hit a good one.  Sure, there’s a process of debate and valuation and examination, but getting the raw ideas is the most important part.

You know why this is hard?  And you know why I love doing it?  It’s for the same reason that asking dumb questions is hard.  And the same reason I love asking dumb questions.  You have to put aside your pride, put aside your well-honed ability to self-censor the random thoughts that pop into your head, put aside your carefully cultivated professionalism.

You have to say things out loud that may already sound terrible in your head.  You say things out loud that sound good in your head but terrible out loud.

But, eventually, you get it.

Book Review: Lean Startup

(cross posted at sherylsbooklist.blogspot.com)  

This is probably the top business book that has been recommended to me since I joined a startup. Now that I have read it, I can understand why – it ought to be required reading for anyone coming from a big company into a fast-paced startup. I had many a “a-ha” moment reading this, like “Oh, that’s why we are shipping a product that seems incomplete…it’s on purpose!”

The concept of Lean Manufacturing grew out of the Toyota Production Systems innovations of the mid-20th century. This comprised the idea of constantly improving systems, measuring more important things, and driving organizational learning. In grad school, I remember learning about this, and about its influence on the software industry. Agile/scrum development seems to have its roots in Lean.

So all this forms the backdrop for the ideas in this book – that companies and projects in general can use a lot of the same concepts that have fundamentally improved Manufacturing and Software Development. There’s a real focus on learning and structuring the product development process to increase the speed with which everyone learns. (And it is worth pointing out that like Innovator’s Dilemma, this is relevant for innovative parts of big companies, not just startups.) Two items stuck with me the most:

1. Vanity Metrics – Ries argues strongly against using vanity metrics when evaluating a change to a product. He says that too often metrics are chosen that look like improvements when really they aren’t, like number of downloads (without number of repeat customers) or number of repeat customers (without number of paying customers.) He says you really need to know what you are measuring and why.

2. Experiments – Ries gives several examples of how you want to run experiments about your product in real life with real customers. If your audience is big enough, A/B test actual features. Release great products without all their features to see if you have Andreesen’s elusive product/market fit. Ask focus group customers the right questions, not question your existing assumptions. 

It’s his examples that I liked the most – they were perfectly relevant and constructive. He’s delightfully honest about how hard it is to learn this way by sharing his experiences at his company IMVU. In any case, this is a MUST-READ for people interested in the model for success in technical innovation in the next decade. It’s in my mental bookshelf next to “Innovator’s Dilemma” “Good to Great” and “Crossing the Chasm.”