Revenue Operations and The Future of Go-To-Market With Bernie Taracevicz

This week's newsletter introduces an interview style that provides freshness to our content.

Click here for the link to the full text of Barney and me.

Guest Introduction

This time, I interviewed my business partner Bernie Tarasevich to discuss how the discipline of profitable operations is changing the GO-to-Market system. Barney has achieved a profit target by teaching the management and teams of 500 Fortune, Fortune, a private equity owned company, through all stages of the product and business life cycle. For more than 27 years, we have accelerated growth in various fields, such as B2C and B2B SaaS platforms, wireless communication, consumer products, contract outsourcing, insurance, and hospitality, formulating and promoting market enrollment strategies, and promoting hig h-performance revenue. He is a business leader and entrepreneur who has built a team.

Bernie and I have established Slate Point Partners in collaboration with Steve Bassbee. This is a new criterion for evaluating, benchmarking, and quantifying companies to promote highly profitable growth in the low middl market. We share the same philosophy in the fact that profit creation includes all aspects of corporate management, from sales, marketing to practices and financial practices. In this week's issue, by focusing on this approach, the organization will use the revenue operations to make the GO-TO-Market team more focused on customers, finally sustainable, predictable, and scalable. Introducing whether you can achieve a profit. < SPAN> This week's newsletter introduces an interview style that provides freshness to our content.

The Evolution of Revenue Operations

Click here for the link to the full text of Barney and me.

This time, I interviewed my business partner Bernie Tarasevich to discuss how the discipline of profitable operations is changing the GO-to-Market system. Barney has achieved a profit target by teaching the management and teams of 500 Fortune, Fortune, a private equity owned company, through all stages of the product and business life cycle. For more than 27 years, we have accelerated growth in various fields, such as B2C and B2B SaaS platforms, wireless communication, consumer products, contract outsourcing, insurance, and hospitality, formulating and promoting market enrollment strategies, and promoting hig h-performance revenue. He is a business leader and entrepreneur who has built a team.

Bernie and I have established Slate Point Partners in collaboration with Steve Bassbee. This is a new criterion for evaluating, benchmarking, and quantifying companies to promote highly profitable growth in the low middl market. We share the same philosophy in the fact that profit creation includes all aspects of corporate management, from sales, marketing to practices and financial practices. In this week's issue, by focusing on this approach, the organization will use the revenue operations to make the GO-TO-Market team more focused on customers, finally sustainable, predictable, and scalable. Introducing whether you can achieve a profit. This week's newsletter introduces an interview style that provides freshness to our content.

• Click here for the link to the full text of Barney and me.

• This time, I interviewed my business partner Bernie Tarasevich to discuss how the discipline of profitable operations is changing the GO-to-Market system. Barney has achieved a profit target by teaching the management and teams of 500 Fortune, Fortune, a private equity owned company, through all stages of the product and business life cycle. For more than 27 years, we have accelerated growth in various fields, such as B2C and B2B SaaS platforms, wireless communication, consumer products, contract outsourcing, insurance, and hospitality, formulating and promoting market enrollment strategies, and promoting hig h-performance revenue. He is a business leader and entrepreneur who has built a team.

• Bernie and I have established Slate Point Partners in collaboration with Steve Bassbee. This is a new criterion for evaluating, benchmarking, and quantifying companies to promote highly profitable growth in the low middl market. We share the same philosophy in the fact that profit creation includes all aspects of corporate management, from sales, marketing to practices and financial practices. In this week's issue, by focusing on this approach, the organization will use the revenue operations to make the GO-TO-Market team more focused on customers, finally sustainable, predictable, and scalable. Introducing whether you can achieve a profit.

The concept of revenue operations has existed for a long time, but its application has recently become more and more important. Behind this is the rise in capital costs, the intensifying market competition, the intensification of market entry strategies and the integration of artificial intelligence in technology, all of which have destroyed the conventional growth method. Bernie emphasized this: The conventional way of increasing the number of sales representatives, increasing the quota, and increasing marketing costs is no longer enough. Instead, it shifts in the direction of understanding how various functions in the company can cooperate and contribute to the creation of a profit as a group. Talking to investors, CEOs and growth leaders who are responsible for profits in the pos t-pandemic era will make sure that "growth at all costs" is no longer an executable playbook.

Revenue Operations is a Board-Level Priority

The revenue operations are still relatively new, but have existed for a long time. The real task is not to understand the principle, but to apply it.

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Traditionally, companies treat their GO-TO-Market function separately, causing a deviation from the entire company's goals. In the company we have been involved in, we generally see this situation: The marketing team is responsible for providing a qualified marketing lead (MQL) that is not converted to a pipeline, and marketing is on mission to generate a large amount of low intentions. The sales team is responsible for acquiring new customers, their quotas are formulated based on defective predictions, and their incentives are focusing on establishing transactions as soon as possible. The Customer Success Team is in charge of support and services to existing customers, and is a cost center in the organization that does not generate revenue within the organization. The < Span> concept, revenge operations have been present for a long time, but their applications have become more and more important. Behind this is the rise in capital costs, the intensifying market competition, the intensification of market entry strategies and the integration of artificial intelligence in technology, all of which have destroyed the conventional growth method. Bernie emphasized this: The conventional way of increasing the number of sales representatives, increasing the quota, and increasing marketing costs is no longer enough. Instead, it shifts in the direction of understanding how various functions in the company can cooperate and contribute to the creation of a profit as a group. Talking to investors, CEOs and growth leaders who are responsible for profits in the pos t-pandemic era will make sure that "growth at all costs" is no longer an executable playbook. The revenue operations are still relatively new, but have existed for a long time. The real task is not to understand the principle, but to apply it. Traditionally, companies treat their GO-TO-Market function separately, causing a deviation from the entire company's goals. In the company we have been involved in, we generally see this situation:

The marketing team is responsible for providing a qualified marketing lead (MQL) that is not converted to a pipeline, and marketing is on mission to generate a large amount of low intentions.

The sales team is responsible for acquiring new customers, their quotas are formulated based on defective predictions, and their incentives are focusing on establishing transactions as soon as possible.

Implementation Requires Top-Down Leadership

The Customer Success Team is in charge of support and services to existing customers, and is a cost center in the organization that does not generate revenue within the organization. The concept of revenue operations has existed for a long time, but its application has recently become more and more important. Behind this is the rise in capital costs, the intensifying market competition, the intensification of market entry strategies and the integration of artificial intelligence in technology, all of which have destroyed the conventional growth method. Bernie emphasized this: The conventional way of increasing the number of sales representatives, increasing the quota, and increasing marketing costs is no longer enough. Instead, it shifts in the direction of understanding how various functions in the company can cooperate and contribute to the creation of a profit as a group. Talking to investors, CEOs and growth leaders who are responsible for profits in the pos t-pandemic era will make sure that "growth at all costs" is no longer an executable playbook.

The revenue operations are still relatively new, but have existed for a long time. The real task is not to understand the principle, but to apply it.

Traditionally, companies treat their GO-TO-Market function separately, causing a deviation from the entire company's goals. In the company we have been involved in, we generally see this situation:

The marketing team is responsible for providing a qualified marketing lead (MQL) that is not converted to a pipeline, and marketing is on mission to generate a large amount of low intentions.

The sales team is responsible for acquiring new customers, their quotas are formulated based on defective predictions, and their incentives are focusing on establishing transactions as soon as possible.

How Quality of Revenue Can Help Companies Think Holistically

The Customer Success Team is in charge of support and services to existing customers, and is a cost center in the organization that does not generate revenue within the organization.

This approach has a defect for some major reasons. That is, it is isolated and is independent of each other in business drivers. This is exactly what we try to solve by examining how profitable operations all these functions contribute to growth. As Barney says, "Rebanut Operation is to connect threads between all functions related to customer journey. It also means custome r-centered approach. Not only functions that are directly related to customers such as marketing. This requires an overall perspective, which is a comprehensive product that has not been the same, from the discovery of customers to the retention. If you lack a overall perspective, you will not be able to truly work on the customer experience.

The revenue business is a boar d-level issue that requires to p-down leadership, as it directly affects the main trustee responsibility of reducing risk and growing lon g-term stock value. This is because organic growth and commercial assets that create it are essential for value creation. This is not a new concept, but the slate point partners regularly preaches this. Why do CEOs and managers need to stick to the profitable business? In response to the question, Bernie briefly answered, "It's their job." As a company, I want to be very confident in achieving earnings forecasts one year, three years, and five years later. If you can't, your work will be dangerous.

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• Needless to say, our debate is constructed mainly in profitable operations, but after all, it is nothing but the conviction that growth leaders will achieve the financial results imposed on themselves. < SPAN> This approach has a defect for some major reasons. That is, it is isolated and is independent of each other in business drivers. This is exactly what we try to solve by examining how profitable operations all these functions contribute to growth. As Barney says, "Rebanut Operation is to connect threads between all functions related to customer journey. It also means custome r-centered approach. Not only functions that are directly related to customers such as marketing. This requires an overall perspective, which is a comprehensive product that has not been the same, from the discovery of customers to the retention. If you lack a overall perspective, you will not be able to truly work on the customer experience.
• The revenue business is a boar d-level issue that requires to p-down leadership, as it directly affects the main trustee responsibility of reducing risk and growing lon g-term stock value. This is because organic growth and commercial assets that create it are essential for value creation. This is not a new concept, but the slate point partners regularly preaches this. Why do CEOs and managers need to stick to the profitable business? In response to the question, Bernie briefly answered, "It's their job." As a company, I want to be very confident in achieving earnings forecasts one year, three years, and five years later. If you can't, your work will be dangerous.
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Needless to say, our debate is constructed mainly in profitable operations, but after all, it is nothing but the conviction that growth leaders will achieve the financial results imposed on themselves. This approach has a defect for some major reasons. That is, it is isolated and is independent of each other in business drivers. This is exactly what we try to solve by examining how profitable operations all these functions contribute to growth. As Barney says, "Rebanut Operation is to connect threads between all functions related to customer journey. It also means custome r-centered approach. Not only functions that are directly related to customers such as marketing. This requires an overall perspective, which is a comprehensive product that has not been the same, from the discovery of customers to the retention. If you lack a overall perspective, you will not be able to truly work on the customer experience.

The revenue business is a boar d-level issue that requires to p-down leadership, as it directly affects the main trustee responsibility of reducing risk and growing lon g-term stock value. This is because organic growth and commercial assets that create it are essential for value creation. This is not a new concept, but the slate point partners regularly preaches this. Why do CEOs and managers need to stick to the profitable business? In response to the question, Bernie briefly answered, "It's their job." As a company, I want to be very confident in achieving earnings forecasts one year, three years, and five years later. If you can't, your work will be dangerous.

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• Continuous review and adjustment of strategic plan: ...
• Abhi golhar 4 еа назад
• Needless to say, our debate is constructed mainly in profitable operations, but after all, it is nothing but the conviction that growth leaders will achieve the financial results imposed on themselves.
• Bernie understands that investors, CEOs, and growth leaders understand that all companies are affected by the top line, bottom line, or two combinations. did. If you are not convinced that you are in a sufficient position to achieve your goals, you must always do defense and reactive. 。 In soccer, it is said that defense will win the game, but in business, if you have to do 85 % of time, you will definitely lose. There, the concept of revenue operations and our "quality of revenue" evaluation model will appear. Before the result appears in the profit and loss statement, you can take action to take action.

In any business, you can bring out further growth and value by improving the profitability of commercial assets. Most CEOs have a major opportunity to generate more profits and profits from these commercial assets. However, to implement this approach effectively, you need to p-down leadership.

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To succeed in this playbook, you need a to p-down initiative with specific action items, products, and processing of processes and the construction of a robust system. In other words, the support from CEO and C-SUITE leaders must be fully participated in this strategy, and without this strategy, there is a risk that there is a risk of lower than the goal of income and profit margins. Without this agreement, there is a risk that companies will still fall into the old style.

A common problem is that executives cannot agree on the chain of the causal relationship that leads to profits growth and future cash flow. For this reason, executives do not have a financially reasonable way to bet on growth and trade off, and optimize resources to growth options. It is also difficult to build a business case and obtain consensus for management for the ability to generate the greatest value for the organization.

• In hig h-tech companies, if existing departments, such as product development and engineering, determine the direction of the company, and all others must obey it, which may be particularly noticeable. This could lead to a resistance to the integration of a new operating model that takes into account the entire system.

For this reason, leadership commitment is crucial, steering the implementation and actively engaging all team members, from sales to product to customer success, to ensure alignment with the company's goals. Bernie shared an example of how incentives play a big role in successful integration. "In my experience, aligning revenue-related teams with a single metric, such as aiming for a specific cost per customer acquisition, can significantly increase motivation and clarity. I have applied this in several young companies by expanding commission structures to roles that traditionally were not associated with direct sales incentives, such as customer success, sales operations, and marketing operations. This is important because it means recognition and reward for contributing to a common revenue goal. This strategy ensures that everyone, regardless of department, is invested in the success of the entire company."

This discussion of revenue operations is meaningless without execution. To be successful, investors, CEOs, and growth leaders need to work directly with sales, marketing, customer success, and operations leaders within the company to drive more scalable, profitable, and stable growth. They must find ways to leverage data, systems, insights, and process improvements to unlock more revenue growth from the customer relationships, sales channels, and markets they already have access to.

The good news is that by understanding the underlying value levers that generate revenue growth, they can improve their ability to create and capture value. To do this in a systematic, data-driven, and evidence-based way, they need a standardized, proven framework.

• Continuous review and adjustment of strategic plan: ...
• Abhi golhar 4 еа назад
• Needless to say, our debate is constructed mainly in profitable operations, but after all, it is nothing but the conviction that growth leaders will achieve the financial results imposed on themselves.
• Bernie understands that investors, CEOs, and growth leaders understand that all companies are affected by the top line, bottom line, or two combinations. did. If you are not convinced that you are in a sufficient position to achieve your goals, you must always do defense and reactive. 。 In soccer, it is said that defense will win the game, but in business, if you have to do 85 % of time, you will definitely lose. There, the concept of revenue operations and our "quality of revenue" evaluation model will appear. Before the result appears in the profit and loss statement, you can take action to take action.

In any business, you can bring out further growth and value by improving the profitability of commercial assets. Most CEOs have a major opportunity to generate more profits and profits from these commercial assets. However, to implement this approach effectively, you need to p-down leadership.

To succeed in this playbook, you need a to p-down initiative with specific action items, products, and processing of processes and the construction of a robust system. In other words, the support from CEO and C-SUITE leaders must be fully participated in this strategy, and without this strategy, there is a risk that there is a risk of lower than the goal of income and profit margins. Without this agreement, there is a risk that companies will still fall into the old style.

• In hig h-tech companies, if existing departments, such as product development and engineering, determine the direction of the company, and all others must obey it, which may be particularly noticeable. This could lead to a resistance to the integration of a new operating model that takes into account the entire system.

The trade continued uniformly until Hixos, Egyptians, and Nubians were involved in the influence of traffic in their personal countries.

• Continuous review and adjustment of strategic plan: ...
• Abhi golhar 4 еа назад
• Needless to say, our debate is constructed mainly in profitable operations, but after all, it is nothing but the conviction that growth leaders will achieve the financial results imposed on themselves.
• Bernie understands that investors, CEOs, and growth leaders understand that all companies are affected by the top line, bottom line, or two combinations. did. If you are not convinced that you are in a sufficient position to achieve your goals, you must always do defense and reactive. 。 In soccer, it is said that defense will win the game, but in business, if you have to do 85 % of time, you will definitely lose. There, the concept of revenue operations and our "quality of revenue" evaluation model will appear. Before the result appears in the profit and loss statement, you can take action to take action.

In any business, you can bring out further growth and value by improving the profitability of commercial assets. Most CEOs have a major opportunity to generate more profits and profits from these commercial assets. However, to implement this approach effectively, you need to p-down leadership.

To succeed in this playbook, you need a to p-down initiative with specific action items, products, and processing of processes and the construction of a robust system. In other words, the support from CEO and C-SUITE leaders must be fully participated in this strategy, and without this strategy, there is a risk that there is a risk of lower than the goal of income and profit margins. Without this agreement, there is a risk that companies will still fall into the old style.

• In hig h-tech companies, if existing departments, such as product development and engineering, determine the direction of the company, and all others must obey it, which may be particularly noticeable. This could lead to a resistance to the integration of a new operating model that takes into account the entire system.

But, unlike the next gods, the best mission is to increase the suffering and suffering, and maybe they are now rich.

But if you look closely, you may be offering scenes that the future expressways are hig h-risk.

Egyptian money completely free gambling should be available (about the part you are doing).

• Continuous review and adjustment of strategic plan: ...
• Abhi golhar 4 еа назад
• Needless to say, our debate is constructed mainly in profitable operations, but after all, it is nothing but the conviction that growth leaders will achieve the financial results imposed on themselves.
• Bernie understands that investors, CEOs, and growth leaders understand that all companies are affected by the top line, bottom line, or two combinations. did. If you are not convinced that you are in a sufficient position to achieve your goals, you must always do defense and reactive. 。 In soccer, it is said that defense will win the game, but in business, if you have to do 85 % of time, you will definitely lose. There, the concept of revenue operations and our "quality of revenue" evaluation model will appear. Before the result appears in the profit and loss statement, you can take action to take action.

In any business, you can bring out further growth and value by improving the profitability of commercial assets. Most CEOs have a major opportunity to generate more profits and profits from these commercial assets. However, to implement this approach effectively, you need to p-down leadership.

To succeed in this playbook, you need a to p-down initiative with specific action items, products, and processing of processes and the construction of a robust system. In other words, the support from CEO and C-SUITE leaders must be fully participated in this strategy, and without this strategy, there is a risk that there is a risk of lower than the goal of income and profit margins. Without this agreement, there is a risk that companies will still fall into the old style.

• In hig h-tech companies, if existing departments, such as product development and engineering, determine the direction of the company, and all others must obey it, which may be particularly noticeable. This could lead to a resistance to the integration of a new operating model that takes into account the entire system.

It is recommended that you own a mobile participant to help you enjoy the position on the horizontal display screen that is better for machines so that they work because they are better.

But if you look closely, you may be offering scenes that the future expressways are hig h-risk.

Egyptian money completely free gambling should be available (about the part you are doing).

• Continuous review and adjustment of strategic plan: ...
• Abhi golhar 4 еа назад
• Needless to say, our debate is constructed mainly in profitable operations, but after all, it is nothing but the conviction that growth leaders will achieve the financial results imposed on themselves.
• Bernie understands that investors, CEOs, and growth leaders understand that all companies are affected by the top line, bottom line, or two combinations. did. If you are not convinced that you are in a sufficient position to achieve your goals, you must always do defense and reactive. 。 In soccer, it is said that defense will win the game, but in business, if you have to do 85 % of time, you will definitely lose. There, the concept of revenue operations and our "quality of revenue" evaluation model will appear. Before the result appears in the profit and loss statement, you can take action to take action.

In any business, you can bring out further growth and value by improving the profitability of commercial assets. Most CEOs have a major opportunity to generate more profits and profits from these commercial assets. However, to implement this approach effectively, you need to p-down leadership.

To succeed in this playbook, you need a to p-down initiative with specific action items, products, and processing of processes and the construction of a robust system. In other words, the support from CEO and C-SUITE leaders must be fully participated in this strategy, and without this strategy, there is a risk that there is a risk of lower than the goal of income and profit margins. Without this agreement, there is a risk that companies will still fall into the old style.

• In hig h-tech companies, if existing departments, such as product development and engineering, determine the direction of the company, and all others must obey it, which may be particularly noticeable. This could lead to a resistance to the integration of a new operating model that takes into account the entire system.

... #engineeringexcellence #ai #artificialintelligence #digitaltransformation #employment #b2bsaas

• Continuous review and adjustment of strategic plan: ...
• Abhi golhar 4 еа назад
• Needless to say, our debate is constructed mainly in profitable operations, but after all, it is nothing but the conviction that growth leaders will achieve the financial results imposed on themselves.
• Bernie understands that investors, CEOs, and growth leaders understand that all companies are affected by the top line, bottom line, or two combinations. did. If you are not convinced that you are in a sufficient position to achieve your goals, you must always do defense and reactive. 。 In soccer, it is said that defense will win the game, but in business, if you have to do 85 % of time, you will definitely lose. There, the concept of revenue operations and our "quality of revenue" evaluation model will appear. Before the result appears in the profit and loss statement, you can take action to take action.

In any business, you can bring out further growth and value by improving the profitability of commercial assets. Most CEOs have a major opportunity to generate more profits and profits from these commercial assets. However, to implement this approach effectively, you need to p-down leadership.

To succeed in this playbook, you need a to p-down initiative with specific action items, products, and processing of processes and the construction of a robust system. In other words, the support from CEO and C-SUITE leaders must be fully participated in this strategy, and without this strategy, there is a risk that there is a risk of lower than the goal of income and profit margins. Without this agreement, there is a risk that companies will still fall into the old style.

• In hig h-tech companies, if existing departments, such as product development and engineering, determine the direction of the company, and all others must obey it, which may be particularly noticeable. This could lead to a resistance to the integration of a new operating model that takes into account the entire system.

3 months ago Senior Software Engineer @Harness

• Continuous review and adjustment of strategic plan: ...
• Abhi golhar 4 еа назад
• Needless to say, our debate is constructed mainly in profitable operations, but after all, it is nothing but the conviction that growth leaders will achieve the financial results imposed on themselves.
• Bernie understands that investors, CEOs, and growth leaders understand that all companies are affected by the top line, bottom line, or two combinations. did. If you are not convinced that you are in a sufficient position to achieve your goals, you must always do defense and reactive. 。 In soccer, it is said that defense will win the game, but in business, if you have to do 85 % of time, you will definitely lose. There, the concept of revenue operations and our "quality of revenue" evaluation model will appear. Before the result appears in the profit and loss statement, you can take action to take action.

In any business, you can bring out further growth and value by improving the profitability of commercial assets. Most CEOs have a major opportunity to generate more profits and profits from these commercial assets. However, to implement this approach effectively, you need to p-down leadership.

To succeed in this playbook, you need a to p-down initiative with specific action items, products, and processing of processes and the construction of a robust system. In other words, the support from CEO and C-SUITE leaders must be fully participated in this strategy, and without this strategy, there is a risk that there is a risk of lower than the goal of income and profit margins. Without this agreement, there is a risk that companies will still fall into the old style.

• In hig h-tech companies, if existing departments, such as product development and engineering, determine the direction of the company, and all others must obey it, which may be particularly noticeable. This could lead to a resistance to the integration of a new operating model that takes into account the entire system.

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• Continuous review and adjustment of strategic plan: ...
• Abhi golhar 4 еа назад
• Needless to say, our debate is constructed mainly in profitable operations, but after all, it is nothing but the conviction that growth leaders will achieve the financial results imposed on themselves.
• Bernie understands that investors, CEOs, and growth leaders understand that all companies are affected by the top line, bottom line, or two combinations. did. If you are not convinced that you are in a sufficient position to achieve your goals, you must always do defense and reactive. 。 In soccer, it is said that defense will win the game, but in business, if you have to do 85 % of time, you will definitely lose. There, the concept of revenue operations and our "quality of revenue" evaluation model will appear. Before the result appears in the profit and loss statement, you can take action to take action.

In any business, you can bring out further growth and value by improving the profitability of commercial assets. Most CEOs have a major opportunity to generate more profits and profits from these commercial assets. However, to implement this approach effectively, you need to p-down leadership.

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• Senior Software Engineers@Harness < Span> Harness has an exciting opportunity! 🚀 Would you like to participate in our team today? Are you ready to go on a thrilling journey in the world of cuttin g-edge technology? You won't get lost anymore! HARNESS is looking for a passionate human resource like you who join a dynamic team and open up the future of software delivery and management. Click here for the public position: https://lnkd. in/egev57s3 Let's form the future of software delivery and management with us. Maximize the possibilities of cloud native technology together so that organizations around the world can succeed in the digital age. Are you ready to go to the next step? Please send your resume as "Introduction to Harness ($)" to nicetan. nath@harness. io. Your future starts with the harness! #Harness #Techcareers #nnovation #Joinus #CareeropportUnity 🚀👩💻👨💼 Postscript: Share this message in the network to support those who are looking for a job because the number of job openings is small and there are many job seekers.
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• Senior software engineer @HARNESS Harness has an exciting opportunity! 🚀 Would you like to participate in our team today? Are you ready to go on a thrilling journey in the world of cuttin g-edge technology? You won't get lost anymore! HARNESS is looking for a passionate human resource like you who join a dynamic team and open up the future of software delivery and management. Click here for the public position: https://lnkd. in/egev57s3 Let's form the future of software delivery and management with us. Maximize the possibilities of cloud native technology together so that organizations around the world can succeed in the digital age. Are you ready to go to the next step? Please send your resume as "Introduction to Harness ($)" to nicetan. nath@harness. io. Your future starts with the harness! #Harness #Techcareers #nnovation #Joinus #CareeropportUnity 🚀👩💻👨💼 Postscript: Share this message in the network to support those who are looking for a job because the number of job openings is small and there are many job seekers.
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• 🚀 Exciting News: Joined Harness, a pioneer in the latest software delivery! I joined Harness, a stat e-o f-th e-art technical company that revolutionizes the software delivery platform! As a member of this dynamic team, I want to contribute to the innovative solution that streamlines and accelerates the software delivery process. 🚀 There is an exciting era where we redefine the future of the software deployment and bring agility to the forefront. Did you know? The magic that supports the behind the scenes of the magnificent broadcast of Disney+ HotStar in the 2023 cricket World Cup is nothing but Harness's continuous delivery! HARNESS has achieved a tremendous scale of 60 million simultaneous viewers, creating streaming spectacles that everyone has awe. It may not be very happy for the Indian cricket fans, but it tells the magnitude of the technology that technology gives to the viewing experience. Toast for innovation power and future exciting journey! 🌐📺 #Techmagic #Harness innation #getshipdone #Cricketworkworldcupmoments 🚀 </s> </s> </s> </s> </s> I am!
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Senior Software Engineer @HARNESS | Former EightFold AI, Electricpe

Comment on this post < Span> 🚀 Exciting news: Joined the latest software delivery pioneer, Harness! I joined Harness, a stat e-o f-th e-art technical company that revolutionizes the software delivery platform! As a member of this dynamic team, I want to contribute to the innovative solution that streamlines and accelerates the software delivery process. 🚀 There is an exciting era where we redefine the future of the software deployment and bring agility to the forefront. Did you know? The magic that supports the behind the scenes of the magnificent broadcast of Disney+ HotStar in the 2023 cricket World Cup is nothing but Harness's continuous delivery! HARNESS has achieved a tremendous scale of 60 million simultaneous viewers, creating streaming spectacles that everyone in awe. It may not be very happy for the Indian cricket fans, but it tells the magnitude of the technology that technology gives to the viewing experience. Toast for innovation power and future exciting journey! 🌐📺 #Techmagic #Harness innation #getshipdone #Cricketworkworldcupmoments 🚀 </s> </s> </s> </s> </s> I am!

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