Jeff Su

NVIDIA’s CEO never does 1-on-1s 🤯 AND Jensen Huang has 60 direct reports. This isn’t conventionally considered best practice. But he shares his reasoning: “I believe that when you give everybody equal access to information, that empowers people. And so that’s number one… Number two, if the CEO’s direct staff is 60 people, the number of layers you’ve removed in a company is probably something like seven.” What about giving feedback and coaching? “I give you feedback right there in front of everybody. In fact, this is a really big deal. First of all, feedback is learning. For what reason are you the only person who should learn this?… We should all learn from that opportunity… Half the time I’m not right, but for me to reason through it in front of everybody helps everybody learn how to reason through it. The problem I have with 1-on-1s and taking feedback aside is you deprive a whole bunch of people that same learning. Learning from other people’s mistakes is the best way to learn.” Fascinating to me. What do you think? #NVIDIA #leadership #management

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I usually don't post much on LinkedIn, but between ChatGPT's flirty Her-inspired voice and Butker's commencement speech last week (same same but different), I'm a bit fired up. Meta recently announced the formation of a new AI Advisory Council. The kicker? This group, tasked with advising one of the world’s most powerful tech companies on its AI strategies, is composed entirely of white men aged 30 to 40. This decision comes just months after OpenAI faced criticism for its lack of diversity following Altman’s departure. (For a better example of how AI boards can be organized, check out the Government of Canada’s own Advisory Council: https://lnkd.in/gGbpi9wf) I hear you barking, big dog. "There are only four people; why does it matter!" "They're very smart and successful white men; I'm sure they know what they're talking about." "Why is it always about race / gender!" Or, [insert any comment from Tech Crunch's tweet on this story: https://lnkd.in/gAAf_eFn]. ICYMI: BIPOC and women are markedly underrepresented in tech, especially in leadership roles. And, diversity in decision-making—especially at this new frontier of very influential tech—is essential (underlined and in bold) for creating inclusive advancements that serve the whole, not the few. DEI isn’t just a "trend" or an option; it’s imperative for fair and equitable innovation. Technology (or anything, really) built by a homogenous group risks perpetuating biases and failing everyone else. What happens when a homogenous group makes a product? They make it primarily for people who think and behave the same way. Many, including the World Economic Forum, argue that AI is already failing women. From the inherent sexism of personal assistants and chatbots (which are predominantly female) to women being targeted by AI-generated explicit content, it's clear that AI has—and will continue to have—serious ramifications for women. BIPOC have also faced significant negative consequences, including bias in facial recognition (leading to wrongful arrests and privacy violations), discrimination in hiring algorithms, healthcare disparities, and more. By ensuring diverse voices are heard and included in the development process, we can build technology that is more effective, more inclusive, and more beneficial to society as a whole. But without them, AI will inevitably reinforce existing inequalities and fail to serve anyone who doesn't fit the homogenous mould. Anyway, a big shout out to my ladies (and BIPOC) in STEM. Your work is so important, and I hope you feel seen and appreciated every day.

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A recent EMARKETER article published a report on Netflix's revenue. This year, Netflix made a big change - and limited sharing of an account's password outside a household. From an ideal perspective where users are watching only Netflix and don't have other OTT platforms, it makes absolute sense. It also makes sense if Netflix has much much better content than the competition. But, the slowing of subscriber gains goes beyond this 'business logic' - Netflix did record a growth in subscribers in the first quarter, but a slowed growth since. Yes, it's ad-supported tier and live sports is driving growth - the question is, "Will it be enough?" "Can the OTT giant grow inspite of degrowing subscriber gains?" It might be time to crunch some numbers - Has the overall viewer hours increased? Is Sleep still the 'biggest competition to Netflix'? emarketer article: https://lnkd.in/gb77ruRp Medium article: https://lnkd.in/guTaEx-c

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When I was at LinkedIn, the product team’s mission was to build insanely brilliant and simple products that change peoples lives. It’s a lofty mission, and one that can take a lifetime (or at least several years or decades) to achieve. Recently I experienced the Google Waymo service in San Francisco that resonated with this mission. Three things that struck me the most about my Waymo ride: - User delight is delivered through a combination of thoughtful features – there’s no single ‘aha’ feature: the rider’s initials are displayed on the outside so that you’re not hunting to see the license plate number to confirm your car; the clear voice instructions that reassure you of your privacy, the display of the route on the screen in the passenger row, the ability to choose your music genre, … - Safety is a pervasive design choice – when a couple started down a crosswalk even as my car was halfway across the intersection, the car waited patiently and safely until they had crossed the street. We have all heard stories of a Waymo refusing to move when another driver or pedestrian makes an unsafe maneuver. Waymo has realized that the only way to inspire confidence in its riders is to take the most conservative stance when it comes to safety. - Humans are quick to adapt to great experiences – I was comfortably staring at my phone screen within minutes of getting in the car, completely oblivious to the fact that there was no human behind the wheel. The last time we got that quickly comfortable with a product unlike any we had experienced before was probably the button-less iPhone. My one feature request for Waymo? When two Waymo cars pass each other, the screen should light up with a wave or a nod 😉 Have other products inspired awe and delight in you recently? 

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Two Korean-American brothers sold their "niche" health app to Under Armour for nearly $500 million. From trying to lose weight for a wedding to the #1 health and wellness app in the world. 𝗧𝗵𝗲 𝗘𝗮𝗿𝗹𝘆 𝗬𝗲𝗮𝗿𝘀 CEO Mike Lee did not have a grand vision to build a super app. Instead, Mike was going to have a beach wedding and wanted to lose weight. His personal trainer gave him a physical book to track his progress. That was not going to work for him, so he looked for a site to help him—they were all terrible, so he decided to build it himself. Even though his background was in sales and marketing, he had been programming since he was 10 years old. He built the first version of MyFitnessPal in 2005 (in PHP). He spent $20/month on AdWords, sent it to friends and family, and it was a hit. Early users loved it. 𝗧𝗵𝗲 𝗚𝗿𝗼𝘄𝘁𝗵 What really unlocked growth was not a feature or genius programming but their core value: "We succeed when our users succeed." → This led to one of their most differentiating features: Remembering what people ate (bc people eat the same thing) and making it easy to add those things. → They also let users crowdsource food data which was a major driver of growth. → They focused on key metrics like "88% of users who track for 7 days lose weight" > This led to natural WOM growth MyFitnessPal was getting more traffic than the startup Mike was working for, which served as the catalyst for him quitting his job and recruiting his younger brother, Albert Lee to join him as his co-founder. They had been self-financed for 8 years with millions in revenue Their core business model was what Mike describes as the "dumbest" way possible: AdSense They were SCRAPPY. They reached 20 million users with only 4 employees, which attracted the attention of VCs. They then raised a single round of $18 million from Kleiner Perkins and Accel 𝗧𝗵𝗲 𝗔𝗰𝗾𝘂𝗶𝘀𝗶𝘁𝗶𝗼𝗻 When Under Armour first approached them, they said no, but after some coaxing, they decided to take the meeting. They saw that they had shared values and realized they would be a critical part of Under Armour's growth. They negotiated the sale price of $475 million and joined the Under Armour team. Today, Mike and Albert are investors and advisors to other health and wellness technology companies. -- 👉 P.S. If you enjoyed this post, you'll love my newsletter - a breakdown of the product, marketing, and psychology hacks behind the world’s greatest companies and entrepreneurs.

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I've seen a lot of people starting new jobs (congrats!). We're also coming up to the actual final day for the latest round of Googlers laid off. Starting a new job after having been at the same place (some for 1-2 decades) can be daunting. Here are a few things that helped me. 1) If you don't have a job yet, it's ok. That's what the severance is for. Also, COBRA will back date, so you don't necessarily need to start paying for it on day 1. 2) Bookmark everything. Your new company will have all sorts of new processes and tech. I found bookmarking and adding what they were for was incredibly helpful. 3) Don't expect to be the expert on day 1, and it's ok to not be the expert. It takes some time to settle in. Imposter syndrome was pretty common the first few months. 4) Start to build your network. Meet with team members and cross-functional colleagues. 5) Enjoy the new experience and find areas where you want to learn and dig in. 6) If your new place has a buddy system, meet with your buddy to get further insights. 7) Sign up for your benefits, especially if you're looking to max out a 401K or HSA. #googlelayoffs, #layoffs

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~ Courage is Fear Walking ~ One of my long time clients just got laid off from a 20 year role and is feeling really unsteady. I get it. I've been there. We all encounter moments that leave us feeling overwhelmed by fear and uncertainty. It’s tempting to push those feelings aside, to put on a brave face and “think positive.” But here’s the truth: it’s okay and really natural to feel afraid. Our emotions are part of our journey, powerful teachers, not obstacles to be overcome. Courage isn’t the absence of fear; it’s the willingness to walk alongside it. When we allow ourselves to truly feel—when we approach our emotions with curiosity and compassion—we can begin to learn from them. This process of facing our fears helps us reclaim our power and take meaningful steps toward our goals. If you’re navigating challenging emotions or feeling stuck, please know that you’re not alone. Like I'm doing with the client I mentioned, I can help you explore your fears and empower you to step boldly into the future you envision. ✨ Let’s connect and discover how coaching can support your journey. Schedule a coaching appointment with me today! ✨ #Coaching #Courage #EmotionalWellness #Leadership #PersonalGrowth

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Amazon Prime x Grubhub+ One of the bigger loyalty headlines of the year... The two brands have partnered on a bunch of stuff in the past (and Amazon has a 4% stake in Grubhub, with potential to grow that further). Still wrapping my head around this one, but program partnerships can be such a 1 + 1 = 3 equation. It can be an amazing way to find extremely efficient ways to pass more value back to members, or even to monetize the program altogether. For Amazon, it's about paying to extend the value of the program. This packs a ton of extra value in for Prime members, and brings new stuff to order through the Prime app. You can order on Grubhub+ directly through Amazon, and use Grubhub+ perks like $0 delivery, lower fees, and promos. For Grubhub, it's a really interesting way to monetize & scale their program, and get a ton of new customers... Grubhub is small in the US (8% of the US market compared to DoorDash's 67%). But if you're a Prime member paying for DashPass or Uber One, it's pretty compelling to cancel that and switch over to Grubhub+ through Prime. Keen to see what this does for both brands. More details here: https://lnkd.in/ebcb2-q5

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Thanks to Phuong Pham for pointing me at this helpful, relatively recent data from OpenView and ScaleXP. The graph here shows median (22 months for companies $50M and up) and top quartile (just 14 months for that same set) CAC payback periods. An article worth bookmarking for later reference, my growth stage Sales and Marketing friends. https://lnkd.in/gm8s7TgA

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It's hard for me to write this. I worked at Google for several years on key projects like Google Pay. In that time, I racked up a healthy stack of restricted stock units, or RSUs, which contributed tremendously to the growth in my net worth. Even as late as a few months ago, I still had around 33% of my portfolio in Google. But I’m rebalancing my portfolio out of Google. Here's why: While using Peek for my monthly portfolio review, I saw that if I had sold all my Google RSUs last year, and invested the S&P500 instead, my money would have grown 34% instead of 18.6% with Google. Google today is not the company it was. In fact, it is in danger of becoming like Yahoo! In my latest blog article, I explain all the reasons why I think it's time for me to say goodbye to Google in my portfolio 🥲 To read my thoughts at my blog, visit the link in the comments 👇

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Happy Friday, folks! Ready for a little weekend kickoff? I stumbled upon an interview with TikTok's CEO, Shou Chew. I have a love-hate relationship with #TikTok. Yes, it's my go-to procrastination tool, and yes, I might be slightly addicted. But before you pass any judgment, let me share a little secret - TikTok is a goldmine of knowledge and learning, far beyond the dance trends and viral challenges. What truly fascinated me in the interview was Shou Chew's take on the complex balance between user privacy and protection. It's an approach to safeguarding users from potential harm, be it from other users or the prying eyes of governments and agencies. The shadow of the Cambridge Analytica saga threatens large, underscoring the potent impact of social media. And here's a little nugget that surprised me - TikTok cares about your screen time! It gently reminds you to take a break if you've been scrolling for too long. Btw, I haven't seen this message. So, should I spend another few hours testing it? https://lnkd.in/dg43exJx 🌟 #TikTokRevelations #LearningOnTikTok #ProtectYourPrivacy #ImpactfulSocialMedia #ExploreAndLearn #TikTok

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DoorDash has been making bold moves lately, and it’s hard not to notice their innovation. Partnering with Lyft in the U.S. and offering two years of free DashPass to Amazon Prime members in Australia are not just strategic but also very smart. They are tapping into massive ecosystems to grow their user base without huge acquisition costs. Having worked with DoorDash on UA campaigns back in 2015-2016, I could already see that their approach to performance marketing was different. They weren’t just throwing budgets at ads - they were strategic, data-driven, and focused on building loyalty. Fast forward to now, and they own 67% of the U.S. food delivery market, with over 50% of their users subscribing to DashPass. And it’s not just partnerships. Their recent grocery list integration and revamped search options show how they’re constantly finding ways to add value to their platform. Last quarter, they reported $2.71 billion in revenue, up 25% year-on-year. That kind of growth doesn’t happen without constantly evolving and staying ahead of competitors. It’s exciting to see how they’ve grown from a small startup to a market leader in just 11 years. Curious to see what they’ll do next, because with their track record, it’ll be something worth watching. #DoorDash #growthstrategy #partnerships #innovation #performanceMarketing #Lyft #AmazonPrime #FoodDelivery 

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***We’re Hiring!*** 🤩 see links below ↓ Disclaimer: Please note that I am not a recruiter, and my involvement in hiring is solely for Ads Sales positions. At Google, it's customary for managers to lead a pillar or initiative, alongside their core role of leading a team. When I started back in 2020, I was appointed the 'Hiring POC' for our cluster. A few weeks later, the post-COVID digital boom started, and we found ourselves in the midst of a hiring whirlwind. We conducted hundreds of interviews in a few short months – 88 by yours truly! The intense collaboration with recruitment, strategy & operations, and our leadership team forged some incredible partnerships. One person who stands out is Orlaith D., now a close work friend and an exceptional recruiting partner at Google. With almost 8 years under her belt (we call that a Google dinosaur 🦕!), she's an incredible wealth of knowledge. Alongside her expertise in sourcing high-caliber talent, Orlaith spearheads our Disability Inclusion work, actively promoting DEI within the company. She's one of the kindest, hardest-working, and honest people I've ever met – a true asset to our team and our culture. Here's what I learned from Orlaith about equitable hiring: • 👥 Representation matters: Diverse interview panels lead to more inclusive hiring decisions. • 🗝️ Accessibility is key: Providing accommodations isn't just about compliance, it's about creating equal opportunities for all candidates. • 💪 Diversity is strength: A variety of backgrounds, experiences, and perspectives fosters innovation and resilience within our teams. If you're inspired by the stories I share about our leaders and believe in the power of diversity, then Google might be the perfect place for you! We're committed to fostering an inclusive culture where everyone feels valued and empowered. This not only creates a vibrant and innovative workplace but also enables us to better understand our customers' needs and develop solutions that drive their sustainable growth. Check out our open roles at careers.google.com or to specifically work in the org where I work in GCS (sales/digital marketing): https://lnkd.in/etQSxiSP #Google #Hiring #DEI #Inclusion #Leadership #LifeAtGoogle

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Wherever you are in your career, it is only a matter of time before it becomes an "ex-". Example: ex-McKinsey, ex-Amazon, etc. The glory of the brand is transient. So focus more on who you want to be and what you want to achieve. Preferably by using the present create a glorious future. What is one thing you can do today that can propel you to a better career? #careers #careergrowth #personaldevelopment

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Facebook Marketplace (and Groups) got an unusual amount of airtime during Meta's Q2 2024 earnings call. What it means: Meta is trying to change the narrative that young people aren’t using Facebook. ✨ In May, #Meta announced that 40 million 18-to-29-year-olds in the US and Canada use Facebook daily. Why it matters: It’s true that young people are on Facebook more than many people think, but they use it for a specific purpose, such as buying secondhand goods on Marketplace, rather than scrolling the feed. ✨ 51.9% of US 18- to 24-year-olds will use Facebook at least once per month, per EMARKETER estimates, but they will only spend an average of 11 minutes on the app per day. ✨ 75% of US 15-to-26-year-old #Facebook shoppers had made a purchase on Facebook Marketplace in the previous 12 months, as have 81.3% of 27-to-42-year-old shoppers. Yes, but: Marketplace is an undermonetized area of Facebook. Meta's challenge will be directing those shoppers to other areas of the app, mainly the Feed. ✨ The main feed will account for 82.2% of Facebook’s worldwide ad revenues in 2024, per EMARKETER. More in today's Marketing & Advertising Briefing. Will post the link in comments when it's live.

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Check out our curated list of #MarTech and #AdTech startups that have received funding. You can access the Marketing and Advertising funded startups list at any time! Link to the list https://lnkd.in/ehwz2_tg #startup #startups #vc #venturecapital #investmentbanking #privateequity #managementconsulting #b2b #founders #entrepreneurs

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RIP Workplace from Meta 😢 Meta sent a memo to customers today stating that they'll close Workplace from Meta, its version of Facebook built to enable communication among enterprise teams. While the announcement doesn't surprise insiders - Workplace had its fair share of problems in recent years, most notably slowed growth and de-funding of resources - it leaves a number of large customers looking for alternatives. Meta's only recommended migration partner, Workvivo - by Zoom, must be having a field day! However, if you currently use Workplace from Meta, it might be worth taking a broader look at the market and explore what else is out there before settling for Workvivo; especially if you work with a large frontline workforce in hospitality, retail, and QSR. What made Workplace so intriguing and easy to adopt as a product was its familiar interface and ability to tap into existing user behaviour. Most other platforms—Workvivo included—will introduce unnecessary friction and force users to adopt new habits, which will hurt adoption and continuous engagement. Especially if you operate in a high-turnover environment. Hence, this may be WhatsApp's time to shine—even more so with the rumoured Groups API, which would help businesses automate WhatsApp group access control and moderation. These are two of the main concerns businesses cite today as reasons for moving off WhatsApp for work-related communication. Exciting times ahead and an opportunity for challengers and start-ups to step up - Mercu included 🚀 #meta #workplace #workvivo #whatsapp https://lnkd.in/g-wJkrQA

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