In 2020, Cybersecurity Ventures projected that global cybercrime costs would grow by 15% annually, reaching a staggering $10.5 trillion USD annually by 2025. This projection underscores the critical need for cybersecurity insurance in today’s digital landscape. Recent high-profile cyberattacks (MGM, Caesars, Clorox) have brought the issue to the forefront, leading to a surge in demand for cyber insurance coverage.
The tech industry is defined by its rapid pace of change. Companies that consistently push the boundaries are the ones that not only survive but thrive. At the heart of this continuous innovation is a strong and empowering
Reflecting on my journey in leadership, from my early roles at Cisco to my current position as CEO of LEAD Above, I have seen a significant evolution in what it takes to lead effectively in the tech world. Technical expertise alone is no longer enough. Today’s leaders need a broader set of skills that encompass emotional intelligence, adaptability, and a deep understanding of human dynamics.
Cisco’s acquisition of Splunk marks a significant milestone in its strategic journey, aiming to redefine its go-to-market (GTM) strategy by integrating advanced observability and security solutions. This $28 billion acquisition is about creating a more cohesive and powerful platform that addresses the evolving needs of digital businesses.
As the tech industry continues to rapidly evolve, the role of technical sales professionals has undergone a significant transformation. No longer can sales personnel rely solely on charm and persuasion; the modern sales environment demands a deep understanding of technical, business, and financial aspects. This integration, which I like to refer to as the ‘trifecta’—technical, business (including financial), and sales acumen—is essential for engaging with today’s technically sophisticated clients. However, fostering this trifecta is often met with resistance, primarily due to perceptions of difficulty and a reliance on pre-sales engineering resources.
In the realm of leadership and sales, the presence of a strong ego can be a double-edged sword. While a certain level of confidence is essential for driving success and asserting authority, an unchecked ego can lead to significant pitfalls, hindering both personal growth and organizational progress. In my experience leading LEAD Above and guiding tech service providers, I’ve observed how ego can stifle innovation and adaptability, particularly in sales environments where traditional success metrics are deeply ingrained.
As the CEO of LEAD Above, my experience has provided deep insights into the challenges faced by businesses as they develop and operationalize their Managed Services. This dynamic field offers substantial opportunities for growth, yet navigating the complexities involved requires a strategic approach. Our goal at LEAD Above is to help our clients overcome these hurdles and unlock the full potential of their Managed Services offerings.
In the competitive landscape of global business, the significance of talent acquisition cannot be overstated. At the heart of every successful organization are the people who drive its operations, innovation, and culture. Recognizing this, we at LEAD Above have refined our approach to sourcing and securing the right talent for the right roles, recognizing it as the most critical investment a company can make.
The pursuit of growth and innovation is often a complex and nuanced journey for any organization. In 2019, I developed a framework akin to Maslow’s Hierarchy of Needs, but designed specifically for businesses. This concept, which we at LEAD Above refer to as the “Company’s Hierarchy of Needs,” has become a cornerstone in our engagements with Executive Leadership Teams (ELTs) of Fortune 1000 companies, providing a structured approach to assess and enhance organizational health.
In an era defined by rapid technological advancements and shifting market dynamics, the ability of leadership teams to adapt and evolve has never been more critical. At LEAD Above, we’ve embraced a strategic approach that aligns our Executive Leadership Team (ELT) with a robust skill matrix, underpinned by a steadfast commitment to a growth mindset. This powerful combination has not only transformed our own organization but has also become a cornerstone of the advisory services we provide to Fortune 1000 companies.
The realm of observability tools is vast and diverse, offering an array of solutions tailored to various business needs. From small startups to global enterprises, the need for monitoring, tracking, and understanding intricate system operations is critical.
The tech industry is defined by its rapid pace of change. Companies that consistently push the boundaries are the ones that not only survive but thrive. At the heart of this continuous innovation is a
Reflecting on my journey in leadership, from my early roles at Cisco to my current position as CEO of LEAD Above, I have seen a significant evolution in what it takes to lead effectively in the tech world. Technical expertise alone is no longer enough. Today’s leaders need a broader set of skills that encompass emotional intelligence, adaptability, and a deep understanding of human dynamics.
Cisco’s acquisition of Splunk marks a significant milestone in its strategic journey, aiming to redefine its go-to-market (GTM) strategy by integrating advanced observability and security solutions. This $28 billion acquisition is about creating a more cohesive and powerful platform that addresses the evolving needs of digital businesses.
As the tech industry continues to rapidly evolve, the role of technical sales professionals has undergone a significant transformation. No longer can sales personnel rely solely on charm and persuasion; the modern sales environment demands a deep understanding of technical, business, and financial aspects. This integration, which I like to refer to as the ‘trifecta’—technical, business (including financial), and sales acumen—is essential for engaging with today’s technically sophisticated clients. However, fostering this trifecta is often met with resistance, primarily due to perceptions of difficulty and a reliance on pre-sales engineering resources.
In the realm of leadership and sales, the presence of a strong ego can be a double-edged sword. While a certain level of confidence is essential for driving success and asserting authority, an unchecked ego can lead to significant pitfalls, hindering both personal growth and organizational progress. In my experience leading LEAD Above and guiding tech service providers, I’ve observed how ego can stifle innovation and adaptability, particularly in sales environments where traditional success metrics are deeply ingrained.
As the CEO of LEAD Above, my experience has provided deep insights into the challenges faced by businesses as they develop and operationalize their Managed Services. This dynamic field offers substantial opportunities for growth, yet navigating the complexities involved requires a strategic approach. Our goal at LEAD Above is to help our clients overcome these hurdles and unlock the full potential of their Managed Services offerings.
In the competitive landscape of global business, the significance of talent acquisition cannot be overstated. At the heart of every successful organization are the people who drive its operations, innovation, and culture. Recognizing this, we at LEAD Above have refined our approach to sourcing and securing the right talent for the right roles, recognizing it as the most critical investment a company can make.
The pursuit of growth and innovation is often a complex and nuanced journey for any organization. In 2019, I developed a framework akin to Maslow’s Hierarchy of Needs, but designed specifically for businesses. This concept, which we at LEAD Above refer to as the “Company’s Hierarchy of Needs,” has become a cornerstone in our engagements with Executive Leadership Teams (ELTs) of Fortune 1000 companies, providing a structured approach to assess and enhance organizational health.
In an era defined by rapid technological advancements and shifting market dynamics, the ability of leadership teams to adapt and evolve has never been more critical. At LEAD Above, we’ve embraced a strategic approach that aligns our Executive Leadership Team (ELT) with a robust skill matrix, underpinned by a steadfast commitment to a growth mindset. This powerful combination has not only transformed our own organization but has also become a cornerstone of the advisory services we provide to Fortune 1000 companies.
The realm of observability tools is vast and diverse, offering an array of solutions tailored to various business needs. From small startups to global enterprises, the need for monitoring, tracking, and understanding intricate system operations is critical.
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The tech industry is defined by its rapid pace of change. Companies that consistently push the boundaries are the ones
Reflecting on my journey in leadership, from my early roles at Cisco to my current position as CEO of LEAD Above, I have seen a significant evolution in what it takes to lead effectively in the tech world. Technical expertise alone is no longer enough. Today’s leaders need a broader set of skills that encompass emotional intelligence, adaptability, and a deep understanding of human dynamics.
Cisco’s acquisition of Splunk marks a significant milestone in its strategic journey, aiming to redefine its go-to-market (GTM) strategy by integrating advanced observability and security solutions. This $28 billion acquisition is about creating a more cohesive and powerful platform that addresses the evolving needs of digital businesses.