In my first company, Seer Technologies, where I was chief technology officer, we shied away from the media. We watched every word and were guarded in front of journalists.
The chief executive officer is also the chief sales officer. He or she is responsible for the success of the company and making a profit. The closer the CEO is to the everyday selling process, bringing in business, the more successful the company will become.
As social media is less about technology and more about relationship building, we are starting to see more women have a heavy influence if not dominant role in the social media space. It's no wonder that Facebook is being run in part by chief operating officer Sheryl Sandberg.
Rural technology is moving from kind of the back office to where everything, every company - sales, marketing, customer acquisition, new product development, media - all industries are becoming technology industries. And it's not information technology: it's business technology.
For the first two years of Eventbrite, all the work was done by just the three founders: me, my husband, Kevin, and our chief technology officer, Renaud Visage.
I have to say that every white-collar criminal defense lawyer knows when the chief financial officer turns state's evidence, everyone in the executive suite is in a lot of trouble because the chief financial officer knows exactly where the money is coming and going.
I co-founded Affectiva with Professor Rosalind W. Picard when we spun out of MIT Media Lab in 2009. I acted as Chief Technology and Science Officer for several years until becoming CEO mid-2016, one of a handful of female CEOs in the AI space.
The CEO era gave rise to the CFO (not certified flying object, as you might imagine, but chief financial officer) and, most recently, the CIO, chief investment officer, a nice boost for the bookkeeper you can't afford to give a raise . . .
Nowadays we can sidestep traditional media with social media and technology that allows us to become citizen journalists, to fight against injustice by showing what's shamefully going on.
I think every age lives in a blend of technology so there's always older ones mixed in with newer ones, and when the new technology goes down, the immediate fallback position is either that technology just before that or one several technologies back.
I said from the very beginning, 'Yahoo should position itself as a technology innovation company, not as a media company.'
We have a constantly-changing portfolio of social media experiments. The first time we tried applying social technologies in a customer service department it became the most productive department in the company.
At my company, we have 300 employees spread across offices all over the world, and I send them all a voicemail each morning with a message from me about why our work is important and a reminder about one of our values. I call myself our company's 'chief spiritual officer.'
Tech stocks were the cubic zirconium of the market. They looked good and were sexy, but they just were a way for the company selling them to make money. That's always going to be transient in terms of the stock market. What's real is that companies have to compete. Technology used well is a great tool to enable that if only because most companies dont use technologies well.
If every company becomes a technology company, business models and transitions are going to occur. From a CEO's perspective, this is going to be the biggest technology transition of all times.
When a company seeks a new chief executive officer, or a university a new vice-chancellor, enormous trouble is taken to find the best person.
We were lucky that when we were making the transition from children's to prime time a lot of other presenters our age shied away from that arena.