►
Description
A recording of a virtual meetup hosted by Hyperledger Boston on November 4, 2021 featuring a panel discussion about what are blockchain employers looking for in a candidate. Topics include:
* The demand for blockchain-related skills and roles
* How companies define roles and opportunities
* How candidates can build their skills, brand for roles
* How candidates find companies
* How companies find candidates
* How the hiring process is managed
* Tips for the first 90 days on a new team.
More about the meetup is at: https://www.meetup.com/Hyperledger-Boston/events/281548565/
----
Hyperledger – Open Source Blockchain Technologies
Hyperledger is an open source community focused on developing a suite of stable frameworks, tools and libraries for enterprise-grade blockchain deployments.
It serves as a neutral home for various distributed ledger frameworks including Hyperledger Besu, Fabric, Sawtooth, Indy, as well as tools like Hyperledger Avalon, Cactus and libraries like Hyperledger Aries, Ursa. Learn more about Hyperledger projects: https://www.hyperledger.org/use
Case Studies: https://www.hyperledger.org/learn/case-studies
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Learn about Hyperledger Membership: https://www.hyperledger.org/about/join
#Hyperledger #HyperledgerMeetup #Blockchain
A
A
Okay,
great
so
tonight,
we're
here
in
our
second
of
a
four-part
series
for
careers
in
blockchain
and
tonight
is
hosted
by
jim
mason
and
he's
going
to
discuss
with
the
people
who
have
the
jobs,
what
they're
looking
for
and
how
we
can
get
ready
to
get
those
jobs.
We're
also
tonight
have
accenture
tcc
and
the
judge
people
group
who
help
with
employment
services.
So
we
have
a
full
agenda,
so
we're
gonna
get
started
again.
B
Hi,
jim
mason,
I'm
the
public
sector
special
interest
group
leader
for
hyper
ledger,
and
so
we
have
a
lot
of
sessions
around
public
sector
topics
for
blockchain
and
so
on.
I'm
also
the
hyper
ledger
meetup
leader
for
the
boston
group
as
well,
and
I
work
in
the
blockchain
space
for
now
four
years
as
a
blockchain
architect
and
product
manager
as
well.
So
that's
it
for
me,
john.
You
want
to
go
next.
C
A
Okay,
so
we're
going
to
start
off
tonight
with
just
some
agenda
items
and
then
we're
going
to
move
into
a
little
bit
about
what
the
hiring
process
looks
like
and
then
I'm
going
to
turn
it
over
to
jim
and
he's
got
great
panelists
and
great
questions
so
really
quick,
some
announcements.
We
have
the
third
series
happening
on
november
17th
you
can
go
to
www.bcemploy.com
for
all
the
links
to
get
in
all
the
information.
A
Let's
say
a
new
look
for
2022
we're
adapting
that
little
card
landscape
looks
so
more
information
is
at
the
touch
of
a
button.
You
just
click
on
any
of
the
blocks
that
you
see
they
can
either
be
the
projects
we
have
our
members
each
have
blocks
so
there's
lots
of
information,
special
interest
groups
everybody's
in
there
represented
and
again,
if
you
just
click
on
one
of
those,
a
card
opens
up
with
information
about
what's
going
on
with
that
specific
project
or
tool.
A
A
A
Okay,
more
hyper
ledger
news.
This
morning
in
the
technical
steering
committee
meeting,
we
approved
the
blockchain
automation
framework,
so
that
is
now
a
project
in
incubation.
In
the
full
arena
it
will
get
its
card
under
live
projects
and
it's
very
interesting.
It
is
a
way
to
spin
up
a
prototype
and
a
actual
network
without
having
to
worry
too
much
about
some
of
the
tech
layers
that
usually
bog
people
down.
A
If
you
get
a
chance
and
you're
trying
to
learn
about
blockchain,
that's
a
great
tool
to
start.
So
again,
it's
going
to
be
moving
out
of
the
lab
soon
and
into
its
own
tab
under
projects.
So
take
a
look
at
that
and
see
what
you
think:
we'd
love
to
hear
your
opinion
on
it
or
love
to
have.
You
join
the
coding
process
and
next
we're
going
to
talk
a
little
bit
about
bc.
I'm
sorry
the
giving
chain
which
is
my
other
project.
A
A
We
have
worked
very
hard
just
like
the
people
did
in
2019
if
anyone's
on
the
call
from
from
that
time.
This
project's
been
going
on
for
two
years.
What
it
is
it's
trying
to
reallocate
wealth
in
times
of
need.
So
if
your
community
has
a
crisis-
and
you
have
to
get
blankets
to
the
high
school
this
platform-
is
there
at
a
touch
of
a
button
on
your
phone
to
organize
the
back
end
of
that,
and
it
creates
a
transparent
immutable
record
of
that
donation
as
well.
A
I'm
sorry
from
the
donor
to
the
transporter
to
the
recipient
and
it's
an
immutable
record
by
transferring
the
nft
from
wallet
to
wallet
you
can
see
where
the
donation
is
and
the
nft
becomes
a
permanent
record
of
the
donation.
It's
really
cool.
It's
just
come.
It's
cutting
edge,
so
join
us
on
the
presentation
on
the
17th.
If
you
want
to
learn
more
about
it,
the
giving
chain
has
a
website
givingchain.org
and
there
is
a
live
demo
linked
back
to
the
hyperledger
wiki
page.
That
was
well.
A
It's
not
live
anymore,
it's
recorded
demo,
but
please
watch
it.
It
is
very
fascinating
if
you
ever
want
to
help
out
in
your
community.
You
should
know
about
this
tool.
It
will
help
out
a
lot
of
people
and
then
also
ledger
academy.
Has
a
learning
hub
in
the
metaverse.
You
can
go
to
ledgeracademy.com
if
you're,
interested
and
inside
that
building
are
all
the
information
about
hyperledger
all
the
information
about
bc,
employee,
there's,
ledger
nfts
working
out
of
there
there's
consulting
firms,
it's
full
of
information.
A
It's
like
a
library
of
blockchain,
so
current
events
are
listed.
It's
fascinating!
So
please
check
it
out.
If
you
have
any
questions,
those
are
our
announcements
for
the
evening,
so
I'm
going
to
move
on
now
to
the
second
part
of
the
program,
which
is
just
talking
a
little
bit
about
what
practices
people
need
in
their
hiring
processes
to
make
good
decisions.
So,
first,
what
roles
and
positions
are
you're?
Looking
for
you
have
this
plan,
but
do
you
know
what
you're
hiring,
how
many
jobs,
what
those
jobs
look
like?
A
Also,
what
are
the
skills
needed
for
these
positions,
these
positions,
some
people
have
never
even
heard
of,
and
they
don't
know
if
they
are
qualified
for
them,
so
you're
going
to
have
to
figure
out
what
people
you
already
have.
Can
they
be
moved
or
how
can
I
retrain
the
people?
I
have
or
hire
new
people
and
train
them
quickly.
So
that's
something
that
you
have
to
consider
in
your
hiring
plan
too.
A
Where
are
these
qualified
applicants?
Am
I
looking
in
the
right
places
because
that's
important,
you
don't
want
to
hire
from
like
a
large
group
that
you
have
to
personally
train
when
there's
probably
places
that
have
been
trained
already,
so
a
little
research.
You
could
probably
find
that
out
and
it's
most
important
to
know
how
much
time
do
you
have
for
this,
because
this
could
take
forever.
If
you
don't
set
a
deadline,
if
you
don't
have
clear
cut
timelines
for
things
and
then
most
important
is
my
hiring
plan
inclusive.
A
Are
you
letting
everyone
who's
qualified
for
this
position
have
a
shot
at
it?
So
first
we
can
talk
about
the
blockchain
roles.
This
is
on
the
bc
website.
If
you
want
further
definition
of
this,
I
was
just
at
speaking
at
the
nft
nyc
convention
in
manhattan
on
tuesday
and
I
have
to
add,
like
15
new
roles
to
this
on
the
website,
because
there
were
so
many
jobs.
I
had
never
heard
of
that.
People
were
talking
about
that.
I
just
find
now
fascinating.
A
So,
look
for
an
update
on
the
web
page
to
add
some
of
those
jobs
as
well,
but
through
the
traditional
jobs
for
blockchain
that
people
are
hiring
for
versus.
Are
the
developers
now
there's
two
kinds
of
positions
for
each
of
these
that
I'm
going
to
mention
and
they
are
because
the
technology
is
so
new
people
are
working
on
the
blockchains
themselves,
but
also
are
hiring
for
use
case
work.
A
So
once
these
blockchains
are
made
and
stabilized
and
governed
properly,
people
are
going
to
be
using
them,
and
so
there's
two
types
of
developers,
whether
you're
developing
the
blockchain
or
developing,
the
use
cases
on
the
blockchain
they're,
both
called
developers
and
then
there's
administrators-
I'm
not
going
to
go
over
these
again.
These
are
on
the
website.
We
touched
on
these
last
week,
consultants
and
engineers.
So
any
person
who
is
a
computer
engineer
can
get
up
to
speed
in
the
training
pretty
easily
again.
A
A
It's
just
a
matter
of
time
before
metaverse
builders
become
a
job,
so
there's
a
lot
of
consulting
going
on
a
lot
of
talking,
and
that
is
the
first
step
for
any
blockchain
project
is
the
consulting.
Does
this
block
do?
Does
my
issue
and
my
use
case
better
off
with
the
blockchain?
That,
basically,
is
the
first
question.
So
those
are
the
roles
and
then
I
said
you
have
to
have
a
timeline,
so
you
also
have
to
think
of
developing
a
hiring
plan.
A
So
you
also
have
to
ask
yourself:
can
some
of
these
employees
be
used
right
now,
while
the
projects
are
building
up
20
here,
40
here
and
then
10
doing
their
own
job
and
wherever
else
you
can
fit
them
in
so
that'll
be
an
interesting
thing
to
see
how
people
will
jump
into
positions
that
they
have
never
had
before,
while
looking
at
new
opportunities.
So
your
timeline
is
important,
especially
your
deadlines,
so
keep
because
it
keeps
your
other
steps
in
key.
Oh,
I
went
the
wrong
way.
A
Okay,
so
last
slide.
For
me,
management
must
portray
the
message
of
inclusivity.
If
you
are
not
an
inclusive
group
of
people
doing
the
hiring
process,
no
one's
gonna,
the
culture
is
important
and
the
culture
is
seen
by
the
people
who
are
interviewing
them
by
the
people
who
are
doing
the
hiring
process.
That's
the
excuse
me.
That's
the
first
step
to
the
whole
situation
so
think
about
this.
If
you
were
to
take
everybody's
name
off
the
resumes
and
all
of
their
demographics,
would
you
look
at
the
resumes
the
same?
A
It
all
speaks
to
that
culture.
Look
at
the
language
in
your
job
descriptions.
Are
they
offensive?
Sometimes
you
don't
realize
how
powerful
or
masculine
some
terms
are
or
offensive.
So
just
try
to
keep
aware
of
the
the
language
you
use
these
days
and
again
address
bias.
Some
in
the
interview
process
talk
about
it
say:
do
you
think
our
culture
is?
A
It
is
a
good
idea
to
create
your
own
professional
organizations
and
see
who
shows
up
that's
a
great
it's
like
setting
a
mouse
trap.
This
is
really
cool,
come
see
and
then
people
come
see
and
then
you
get
to
know
them
and
that's
a
great
way
to
get
people
out
to
see.
What's
going
on
and
again
seek
out
diverse
candidates,
don't
just
go
from
the
regular
pool
of
people.
You
have
and
publish
salaries.
A
It
is
not
fair
to
make
a
candidate
guess
at
what
they're
worth.
If
you
have
a
job
and
it
has
a
salary,
you
should
tell
the
people
what
that
is.
It's
fair.
It
levels
the
playing
field.
So
one
more
thing:
education,
linux
foundation,
offers
free
education
or
I'm
sorry,
complimentary.
Education.
If
you
do
want
to
get
certified,
you
would
just
have
to
pay
to
sit
for
the
exam,
and
these
are
the
courses
again
they
match
up
with
a
lot
of
the
consulting
courses,
a
lot
of
the
administrator
developers.
A
Again
we
have
different
blockchains.
They
offer
different
solutions
in
different
sectors,
so
you
can
take
courses
depending
on
where
your
particular
pipeline
or
jobs
need
to
be
filled.
What
education
programs
you'll
need
for
your
group
and
again
hyperledger
is
not
the
only
one.
Consensus
academy
offers
great
classes
too,
especially
ones
on
baysu.
A
B
Great
well,
thank
you
very
much
bobby.
That
was
a
fantastic
introduction.
So
what
I'd
like
to
do
tonight?
Our
focus
is
we
have
a
panel
discussion.
Our
topic
is
really
taking
a
look
at
the
employer's
view
from
a
hiring
perspective
and
talking
about
in
a
sense
at
a
high
level.
What
are
we
looking
for
in
a
candidate?
What
would
be
the
process
and
so
on?
So
we've
got
a
series
of
questions
to
go
through
with
the
panel
and
I'm
very
fortunate
tonight.
Tonight
we
have
a
great
panel.
B
That's
really
a
nice
mix
of
different
talents
and
skill
sets.
So
I've
got
richard
mazzaros
from
accenture
managing
director
of
innovation,
technology
and
blockchain.
I've
got
jody
brockington
from
dccc
who's
focused
as
a
director
of
diverse
talent
management
there
and
drew
santos,
a
senior
account
executive
from
the
judge
group.
So
having
just
given
you
sort
of
a
quick
list
of
who's
on
our
panel
tonight,
I'd
like
to
give
the
panelists
a
chance
to
talk
briefly
introduce
themselves
to
the
audience
so
richard.
D
Great
well
good,
good
afternoon,
good
evening,
everyone,
my
name,
is
rich
masaros,
I'm
a
managing
director
within
our
accenture
technology
and
specifically
with
our
within
our
technology.
Innovation
group.
I
am
the
north
america
market,
lead
for
our
blockchain
and
multi-party
systems
practice.
So
what
that
means
is.
I
do
outreach
to
our
clients
to
be
able
to
discuss
where
blockchain
can
add
value
to
their
organizations,
help
to
shape
those
types
of
opportunities
with
our
clients
and
broader
ecosystems,
and
then
ultimately,
also
responsible
for
the
overall
delivery
of
those
projects
as
well.
D
I've
been
working
in
the
blockchain
space
for
the
past
six
years.
I
I
come
from.
I
come
at
the
blockchain
space
really
from
a
mix
of
iot
blockchain,
as
well
as
a
heavy
focus
on
commerce
as
well,
and
so
really
look
at
how
all
of
those
functions
inter-interact
to
be
able
to
design
and
create
completely
new
business
models,
and
I
am
based
in
dallas
fort
worth
and
great
to
be
with
you
all
tonight.
B
B
E
E
Try
and
find
people
that
are
willing
to
take
on
this
newer
technology,
and
I
really
think
this
is
a
cool
thing
at
this
point.
It's
a
very
pivotal
point,
I
think
for
blockchain
technology,
but
it's
very
new
and
I
think
it's
very
exciting.
So
I'm
here
for
any
questions
for
anybody.
That's
always
looking
to
get
answers
on
our
site
here.
So
thank
you
for
having
me.
B
If,
if
you're
here,
jody
unmute
yourself,
it
doesn't
look
like
I
can
get
jody
online
at
this
point,
for
whatever
reason,
maybe
a
connectivity
problem
or
something
so
I'm
gonna
a
creative
guy
that
I
am,
I
always
have
a
backup
plan.
At
least
one
and
my
best
backup
plan
is
actually
fortunately
right
online.
B
In
fact,
you've
all
met
her
before
it's
bobby
mascara,
so
bobby
I'm
going
to
twist
your
arm
and
accidentally
just
ask
you
to
join
the
panel
tonight,
and
why
am
I
doing
that
because
you
have
a
ton
of
experience
and
you
actually
bring
a
great
perspective
on
diversity
and
all
that
into
the
panel.
So
if
you
don't
mind
bobby,
would
you
mind
joining
the
panel
tonight.
B
B
D
Sure,
absolutely
I
mean
the
the
first
way
I
would
answer
this
question:
is
it's
really
the
full
gamut?
It's
everything
from
the
technology,
the
strategy,
the
value,
architects,
business
runners
and
also
even
thinking
about
the
ecosystem
management,
the
formation
of
multi-party
systems
and
the
enablement
of
that,
and
so,
when
bobby,
was
doing.
Some
of
her
introductory
remarks
completely
agree
with.
You
know
a
number
of
the
roles
that
she
listed
there
as
well,
I
think,
from
a
global
organization
such
as
accenture.
D
D
You
know
initiatives,
another
area
that
I
would
say
besides
you
know
your
typicals,
your
developers,
your
software
architects,
your
tech,
arcs,
is
also
an
offering
development,
so
thinking
about
kind
of
capabilities
and
assets
and
accelerators
that
accenture
develops
to
be
able
to
help
enable
these
projects
and
get
them
to
market
faster.
That's
another
area
in
which
we
we
look
for
talent
to
be
able
to
help
us
do
that
as
well.
D
I
think
one
of
the
aspects
that's
really
unique
to
accenture
is
that
we
very
much
are
technology
agnostic,
although
we
are
heavily
involved
with
hyperledger
and
support
the
work
that
you
all
are
doing.
We
actually
are
agnostic,
as
it
relates
to
the
platforms,
and
so
we
are
looking
for
talent
across
all
the
different
leading
blockchain
platforms,
and
I
think
the
last
point
I
would
say
here
is
we're
really
looking
for
individuals
to
come
and
help
us
build
really
the
next
innovation
horizon
across
a
broad
set
of
focused
industries.
D
That's
one
of
the
most
powerful
things
about
blockchain
it
is.
There.
Are
innovation
triggers
based
on
these
technologies
that
allow
us
not
just
to
incrementally
improve
a
process
or
improve
a
business,
but
ultimately
to
completely
reimagine
a
process
or
an
industry
and
create
new
products
and
new
services
and
new
revenue
streams?
So
we're
looking
for
folks
that
are
motivated
and
want
to
want
to
help
us
on
that
journey.
B
B
So
if
you
it
doesn't
matter
what
your
industry
is,
what
your
sector,
the
point
of
it
is
the
technology
can
be
used
there
effectively,
and
so,
if
you
have
an
industry,
specialization
or
sector
depth
of
knowledge
experience
and
so
on,
you're
going
to
add
a
lot
of
value
with
this
technology,
helping
out
for
sure
the
other
thing
you
brought
up,
which
is
not
well
covered
and
is
a
huge
thing.
I
mean
I've
managed
a
lot
of
different
blockchain
projects
and
some
of
them
were
really
I'll
call.
B
It
just
technology
focused,
they
said
just
add
blockchain
to
this
system
and
it's
kind
of
like
okay.
So
now
I've
got
this
immutable.
Trust
ledger
fine,
but
they
weren't.
Really.
I
was
really
taking
a
call,
a
company
solution,
if
you
will,
that
might
have
had
their
customers
coming
into
it,
but
all
I
was
doing
is
adding
technology
to
it
and
what
richard
mentioned
is
a
huge
thing
and
it
changes
the
landscape.
It's
not.
I
don't
just
need
administrators
and
developers
and
engineers.
B
What's
so
different
about
this
that
richard
hit
on
which-
and
I
can't
talk
about
how
important
it
is
some
of
these
networks
that
you're
trying
to
put
together
they've.
Never
these
are
companies
that
have
never
played
together
before
think
about
a
football
team
where
nobody's
ever
played
football
and
they've
all
played
tennis
now,
you're
saying
no.
I
want
you
to
all
take
the
field
and
I
have
to
find
a
way
to
figure
out
what
the
value
is
for
each
each
member
or
each
company
in
the
network.
B
B
Even
things
like
ai,
that's
new
and
you
know
certain
types
of
automation
I
had
integration.
You
can
have
those
things
but
you're
not
always
going
to
be
changing
the
way
organizations
work
together
in
an
externally
in
a
network
you're
changing,
maybe
how
they
work
internally
in
some
cases,
but
this
one
usually
has
a
strong
network
focus
and
if
you
have
skills
and
building
business
relationships,
that's
worth
a
ton
more
more
than
many
other
technologies
I'll
say.
So.
I
think
those
are
great
points
richard
for
sure.
D
Yeah,
the
business
collaboration
piece,
which
is
everything
from
you,
know,
consortia
formation
governance
thinking
through
the
value
proposition
across
the
ecosystem.
That's
actually
the
hard
part
oftentimes.
The
technology
is,
is
a
little
bit
more
straightforward,
but
really
figuring
out
how
these
parties
will
work
together
and
reimagine
a
process
and
not
just
think
about
how
I
take
the
analog
process
today
and
put
a
blockchain
behind
it,
but
how
I
use
the
unique
capabilities
of
blockchain
and
often
other
technologies
as
well
to
completely
reimagine
the
process.
B
Yeah,
absolutely
because
you're
trying
to
change
business
rules,
governance,
it's
and
you're,
absolutely
right.
It
has
the
technical
pieces
of
that
are
small
and
usually
well
understood
it's
the
relationships
that
are
so
challenging
and
so
different
and
for
the
projects
I've
worked
on.
You
usually
have
to
have
a
series
of
steps
in
a
sense
to
validate
the
networking
side,
the
business
relationship,
collaboration
fees
even
more
than
you
do,
the
technology,
the
technology
is
technology,
that'll
go
quicker.
B
I
think
it's
the
other
part
that
really
needs
a
lot
of
engineering
or
rework
and
so
on
to
get
right
for
sure.
This
that's
been
awesome
thanks.
So
with
that
drew
any
perspectives
on
your
end
about
upload
the
demand
that
you
see
for
blockchain
related
skills
and
roles
at
all,
any
thoughts
on
that
yeah.
E
Obviously
there's
been
changes
since
then,
but
I
noticed
that
there's
probably
in
the
range
of
like
a
hundred
on
something
like
dice
nationally
yep
with
remote
work,
becoming
much
more
prevalent.
I
think
things
are
changing,
but
I
just
did
it
a
few
minutes
before
signing
on
here
and
it
was
291,
and
I
see
that
even
on
linkedin,
there
are
there's
incremental
growth.
E
Now
I
think,
as
this
picks
up-
and
I
think
the
bigger
thing
that
I've
noticed
is
looking
at
the
different
jobs
and
what
our
clients
are
asking
us
for
is
not
someone
like
a
senior
level
java
developer
with
a
certain
amount
of
experience
in
that
space.
But
anyone
who
has
a
baseline
technology
background
with
three
years
of
experience
with
go
c,
plus
plus
python
or
any
language
of
the
such
that
is
transferable
and
passionate
to
richard's
point
getting
into
this
technology
they're.
Looking
for
right
now,
I
mean
people
are
very
willing.
E
This
is
the
hottest
market.
I've
ever
worked
in
the
10
years
that
that
I've
been
in
this
business.
A
lot
of
candidates
have
an
opportunity
right
now,
where,
if
there's
a
willingness
or
a
passion,
to
try
and
get
into
this
space,
you
have
the
opportunity,
like
10
years
ago,
when
I
came
out
during
the
the
financial
crisis
in
2010,
like
it,
was
hard
to
get
a
job
like
especially
staffing
it
was.
E
It
was
difficult
now,
like
you,
can
just
go
to
a
meetup
group
and
someone
who
reads
a
book
on
the
technology
will
at
least
be
given
a
shot.
It's
just
how
you
market
yourself,
what
really
drives
you
and
how
you
make
yourself
stand
out,
amongst
other
people
that
are
looking
in
this
space.
So
it's
it's
growing
and
it's
not
going
to
stop.
E
Given
the
amount
of
money
you
spend
on
it
and
he
said
to
me:
listen
you're
a
fool
if
you
don't
really
start
focusing
on
getting
into
the
space
given
how
it's
going
to
grow,
because
right
now
there's
a
gap
and
he
didn't
even
match
in
financial
services.
I
know
we
were
talking
before
about
this
being
industry.
Agnostic
and
I
agree.
Financial
services
is
where
I
really
see
a
lot
of
this
being
implemented
for
a
variety
of
reasons.
Security.
But
I'm
sure
richard
knows
more
about
that
than
I.
E
So
it's
it's
growing
and
I
I
don't
think
it's
quite
at
a
glacial
pace,
but
it's
not
the
boom
that
I
assumed
it
would
be
a
few
years
back,
and
I
think
that
we're
going
to
see
more
of
this,
where,
if
you're
interested,
if
you
do
not
have
a
background
as
a
blockchain
engineer,
as
some
of
the
people
in
the
chat
said
some
of
the
more
functional
roles
that
they're
looking
for
right
now
in
blockchain
architecture
and
evangelist
program,
project
management
you'll
be
given
that
chance.
Given
what
your
interests
are,
it's
hard
to
find
people.
E
I
deal
with
this
every
day
right
now
having
to
tell
managers.
Listen.
If
you
want
to
sell
someone
on
this
you're
going
to
have
to
pay
20
more
than
what
you
thought
you
were
going
to.
That
applies
to
blockchain
as
well
like.
If
you
are
someone
looking,
you
are
in
a
unique
position.
If
you
are
someone
hiring,
rethink
your
practices
to
try
and
beat
out
the
competition,
because
10
other
people
are
reaching
out
to
the
same
person.
You
are.
B
B
I
I've
always
gotten
to
the
point
now
where
I
grade
job
descriptions
like
a
professor
grading
papers
that
are
turned
in
like
a
term
paper
and
one
of
the
things
that
you'll
see
sometimes
is
a
job
description,
written
where
what
they're
looking
for
is
I'll
call
it
a
completely
unrealistic
set
of
requirements,
and
sometimes
that
can
be
off-putting
to
a
candidate
say:
oh
geez,
look
at
that.
They
want
30
years
experience
as
a
project
manager,
10
years
of
c,
plus
plus
20
years
in
networking
protocols.
B
B
There
are
in
a
sense
roles
that
are
less
demanding
from
a
skills
and
experience
perspective
when
the
technology's
new,
and
so,
if
you're,
bringing
something
at
a
table,
whether
it's
industry
background
or
some
other
background.
Technically
as
well
and
and
as
we
said
earlier,
especially
business
development-
and
you
know,
business
process-
knowledge,
those
kind
of
things.
B
You
should
be
looking
at
roles
and
figuring
out
how
to
apply
because
definitely
a
lot
of
times.
I've
seen
in
a
process
where
people
throw
out
a
job
description,
the
first
time
it
kind
of
doesn't
get
a
lot
of
hits
doesn't
go
anywhere
and
they
don't
really
fill
the
position
and
then
they
come
back
and
they
make
amendments
to
it
and
so
on
and
they
rethink
the
process
a
little
bit.
So
yeah
thanks
very
much
for
that.
That
was
a
good
perspective
bobby.
Are
you
available.
A
I
am,
I
have
a
different
perspective,
that's
why
I
didn't
consider
myself
a
panelist
for
this
discussion,
because
it's
more
about
filling
your
pipeline
and
I'm
an
entrepreneur,
so
I'm
coming
at
it
completely
different.
I've
worked
on
proof
of
concepts,
I'm
taking
a
proof
of
concept
and
making
an
mvp
minimal,
viable
product
and
it's
hard
work,
and
I
have
mentees
working
on
this
one
project
with
me
and
we've
been
doing
it
for
six
months
and
the
last
month
of
the
project
was
when
we
started
coding.
A
The
first
five
months
were:
building
business
relationships
were
trying
to
figure
out
someone
mentioned
in
the
chat,
work
processes,
a
new
way
to
look
at
things
and
in
this
technology,
it's
all
about
community
and
you're,
going
to
hear
that
from
the
teachers
you're
going
to
hear
that
from
the
hiring
people,
because
it's
it's
all
about
people
who
have
not
worked
with
each
other
before
now
can
work
with
each
other,
because
trust
is
in
the
system.
So
people
need
to
be
able
to
relate
with
each
other
and
that's
not
easy.
A
So
there's
there's
jobs
for
that,
but
just
coming
from
the
entrepreneur
standpoint
you
need
I've
taught
my
mentees
project
management,
I've
taught
them.
Wiki
pages
we've
learned
how
to
use
all
kinds
of
software
programs,
all
kinds
of
like
graphics.
Oh
my
gosh
trying
to
social
media
trying
to
get
the
message
out
there
just
trying
to
printing
up
t-shirts.
I
mean
there
were
so
many
little
pieces
in
the
process
of
getting
this
blockchain
social
impact
project
off
the
ground.
A
Now
it's
different
people
who
are
on
the
project
right
now,
because
it's
not
a
you
know,
minimal
viable
product,
yet
are
all
working
with
just
out
of
the
goodness
of
their
hearts,
because
it's
a
social
impact
project.
So
it's
hard
for
me
to
say
you
need
these
skills.
You
need
these
skills
because
I'll
take
anybody
and
and
in
this
new
technology
there
is
a
role
for
everybody.
That's
all
I
need
to
say
on
that.
E
That
was
discouraged,
I
think
said
they
had
a
high
level
of
anxiety,
given
that
they're
not
a
developer
but
have
20
years
of
sales.
Experience
send
me
a
message
like
just
I
want
to
help
people,
and
the
bigger
thing
to
convey
is.
I
know
we're
talking
about
this
from
an
employer
standpoint,
but
if
you
were
a
candidate
again
like
if
ever
you
were
going
to
be
frustrated,
filled
with
anxiety
and
searching
for
something
new,
this
is
the
market
to
do
it
in.
E
It
will
not
always
be
like
this,
and
I'm
sure
a
lot
of
people
on
this
panel
can
just
can
agree
with
that,
like
take
advantage
of
it
now
help
yourself.
My
fiance
recently
was
looking
for
a
new
job,
and
I
told
her.
The
key
things
you
need
to
do
is
market
yourself
the
right
way.
If
a
manager
is
looking
at
you,
you
probably
are
the
100th
person.
E
They've
looked
at
for
everyone,
that's
applied,
but
do
it
the
right
way
when
you're
marketing
yourself
make
sure
your
linkedin
profile
is
a
reflection
of
you,
like
a
lot
of
people,
sometimes
just
put
blockchain
in
their
summary
or
things
that
they're
passionate
about
great
someone's
going
to
search
just
like
I
did
minutes
before
this,
the
term
blockchain.
You
will
then
show
up
make
sure
when
they
take
15
seconds
of
their
time
to
review
you
that
you're
marketing
yourself
appropriately,
so
you
stand
out,
give
yourself
a
shot.
E
You
can
do
video
messages
on
linkedin
now
that
lasts
for
15
seconds.
When
someone
looks
at
you
help
yourself
and
if,
if
you're
discouraged,
just
like
this
other
person
in
the
chat
message
shoot
me
a
note
I'll,
try
and
help,
because
I
was
a
recruiter
for
longer
than
doing
sales,
and
I
I
hate
to
see
people
in
a
state
like
that.
So
that's
what
I
was
going
to
say.
I
apologize
for
interrupting
jim,
no.
B
B
So
the
question
is:
how
do
companies
define
hiring
goals,
roles
and
opportunities,
and
within
that
space
and
bobby
added
a
third
category
I
forgot
about,
but
there's
contract
roles?
There
are
permanent
roles
as
well
and,
as
bobby
has
talked
about
in
her
case,
there's
in
a
sense
I'll
call
it
unpaid
roles
in
a
sense
where
you're
learning
something
but
you're
not
actually
getting
paid
for
it.
It's
more
of
a
a
volunteer
process
as
well,
so
some
of
them
are
paid.
Some
of
them
are
so
richard.
B
If
you
can
help
me
a
little
bit
think
about
in
a
sense
from
your
experience
at
accenture,
when
you
have
multiple
initiatives,
I'm
sure
you've
worked
to
lead
and
from
your
perspective,
how
did
you
define
in
a
sense
given
what
you
set
as
goals
for
an
initiative?
How
did
you
define
the
right
roles
and
opportunities
to
support
that.
D
What
value
we
going
after?
What
are
the
business
objectives
that
we're
trying
to
achieve,
develop
that
solution?
And
then
we'll
start
to
say?
Okay,
where
do
we
find
the
talent
to
be
able
to
deliver
this
with
for
our
clients?
And
so
we
look
at
both
permanent
and
contract
road
roles.
We
are
doing
quite
a
bit
of
hiring
in
the
permanent
role
perspective
right
now.
D
D
You
know
is
is
paramount.
I
think
the
last
thing
I
would
say
here
is
from
a
functional
perspective,
although
accenture
works
on
use
cases
across
a
wide
gamut
of
areas,
we
do
have
specific
focuses
on
financial
infrastructure,
so
this
is
everything
from
digital
currencies
and
central
bank,
digital
currencies
and
thinking
about
digital
assets,
both
issuance
and
custody
and
trading,
and
also
thinking
about
kind
of
financial
infrastructure,
modernization.
So
things
like
exchanges
and
payment
systems
looking
at
digital
identity.
So
looking
at
the
identity,
you
know
self-managed
identity
of
individuals,
companies
and
of
things.
B
Yeah
awesome
richard.
In
fact,
there
are
a
couple
of
points
you
hit
that
I
really
like
so
the
in
a
sense
I'll
call
it
the
device
or
the
internet
or
things
approach
absolutely
right.
The
technology
has
changed
and
the
networking
has
changed.
I
mean
I
have
been
building
device
networks
going
back
30
years,
but
the
technology's
so
much
more
advanced.
Now,
and
in
fact
what
happens
is
in
the
old
world
I'll
say
when
I
was
in
I.t.
Traditionally
you
would
look
and
say:
oh
I've
got
to
hire
people
to
manage
these
things.
B
Now
we
actually
because
devices
are
more
intelligent.
We
literally
can
think
of
them
as
actors
as
part
of
our
solution.
We
can
actually
assign
them
responsibilities.
The
way
I
sign
people
responsibilities,
which
is
pretty
cool,
it's
all
event
driven
stuff
and
you
can
actually,
as
an
architect
in
a
sense
assume
that
you
can
give
responsibilities
to
devices
and
that
they're
going
to
meet
those
responsibilities.
B
They're
going
to
in
a
sense
produce
events
as
part
of
their
responsibilities,
they'll
be
able
to
consume
events
and
react
to
them
all
the
kinds
of
things
you
actually
expect
of
people.
You
can
now
do
that
with
devices
in
many
cases.
The
other
thing
you
hit-
and
I
got
thinking
more
about
it
again-
is
the
the
point
about
the
fact
that
it
is
a
consortia
or
a
network
that
you're
trying
to
build
in
many
cases
and
you're
trying
to
operate.
B
But
I
think
there
are
people
if
you
think
about
it,
you're
trying
to
rethink,
understand
the
incentives
that
are
in
place
for
a
consortium
or
network
today
and
you're
trying
to
say
I
have
to
come
up
with
a
different
model
to
get
them
to
work
differently.
Okay,
so
who
might
have
that?
Actually
skill
right
off
the
top
of
their
head
who's
actually
had
experience.
I
think
of
people.
B
I
know
who
are
what
I
call
heavy
duty:
gamers
gamers
all
about
behavior
incentives
and
and
designing
that
stuff,
and
so,
if
you're,
somebody
who
thinks
along
those
lines,
you're
probably
going
to
be
really
valuable
to
helping
design
a
network.
If
you
will
that's
going
to
work
effectively,
because
it's
all
about
behavior
incentives
that
you
have
to
motivate
each
of
the
actors
to
get
the
whole
team
to
be
effective.
If
you
will.
D
The
real
strategic
advantage
of
the
company
is
the
network,
and
you
know
you
start
to
think
about
businesses
like
visa.
Mastercard,
you
think
about
moneygram
international.
You
start
to
see
where
this
network
is
really
an
incredibly
important
element
of
the
business
collaboration
that
we're
trying
to
drive
with
this
technology.
B
Yeah,
brilliant
yeah
and
you're
right,
it
so
great
point:
there
are
many
companies
who
they're
one
of
their
main
assets
is
the
network
of
relationships
they
already
have,
and
then
you
wind
up
connecting
networks
of
networks
at
a
point,
so
you
can
think
of
visa.
You
know
american
express
whoever
you
want
to
talk
about
as
payment
network,
that's
right
and
so
on.
Paypal
there's
millions
of
them,
but
then,
when
you
think
about
connecting
them,
they
at
a
point
to
be
even
more
effective.
B
They
have,
to
in
a
sense,
be
able
to
integrate
both
with
their
customers
and
their
suppliers.
So
there's
lots
of
what
I
call
redesigning
and
rethinking
how
those
networks
can
work
more
effectively
than
just
traditionally
moving
forward
the
way
they
have
and
that's
pretty
cool
stuff.
So
your
thoughts
bobby
as
well.
A
Well,
I
just
when
you're
looking
at
this
question
and
there's
been
some
ideas
flowing
through
the
chat
about
ageism
and
about
remote
work.
First
off
people
remote
work,
remote
work
is
basically
all
that
you
do.
Hyperledger
doesn't
have
an
office,
you
work
from
home,
you
go
to
meetups
virtually
or
you
host
them
and
then
put
them
online.
So
remote
work
is
nothing
if
you're
in
india.
My
two
mentees
are
from
india,
they're
college
students
in
india
and
they're
doing
fabulous
work.
A
They
show
up
at
every
meeting
geographic
barriers,
don't
matter
physical
barriers,
don't
matter
you
work
from
your
computer,
you
do
hard
work.
People
appreciate
it
and
ageism.
The
hosts
on
this
call
can
speak
to
that.
The
three
of
us
are
in
our
early
twenties
and
we've
been
working
for
50
years
now,
but
again
it's
just
the
amount
of
work
you
want
to
put
in
whether
it's
remote-
I
don't
even
know
if
you
would
find
an
office
if
you
wanted
to
and
not
in
a
big
city.
D
E
Yeah
I
looked
at
this
question
before
and
I
thought
the
contract
versus
permanent
okay.
So
how
are
things
changing
and
on
both
sides?
Because
it's
two
separate
budgets?
A
lot
of
time,
like
I
think
when
I
was
a
very
young,
naive
sales
person
just
saying
I'll,
take
whatever
you
have
like.
I
don't
care
if
it's
contract
or
perm,
you
start
hearing
them
talk
about.
Okay.
Well,
my
budget
for
permanent
is
far
different
than
the
money
pot
I
have
for
contracts.
Staff
augmentation
a
lot
of
times
is
warranted
for
contract
work.
E
There's
some
sow
type
work
like
deliverable-based
stuff
that
we
do
and
I've
seen
over
the
past
several
years,
and
the
numbers
reflect
this.
That
permanent
has
become
far
more
prevalent.
I
feel
like
for
some
time,
especially
when
I
was
early
into
my
career
like
10
years
ago,
recruiting
contract
was
very
desirable.
There's
a
lot
of
people
that
thought
that
that
contract
work
was
synonymous
with.
E
You
can
do
nine
months
worth
of
work
and
it
equates
like
a
year's
salary
and
they
go
travel
the
world
for
three
months
and
in
some
respects
some
people
still
do
that.
But
a
lot
of
companies
realized
or
became
wise,
the
fact
that
you
could
pay
a
little
bit
more
incentivize
like
the
permanent
process
and
joining
something
and
the
fulfillment
with
being
a
true
part
of
any
kind
of
company
culture
permanently
versus
contract
and
we're
seeing
more
candidates
drawn
towards
that
contract.
E
Work
is
still
very
popular,
but
especially
in
the
blockchain
space,
when
I
was
just
looking
at
some
of
the
opportunities
internally
with
my
company,
like
they're,
looking
for
people
to
join
whether
it
be
at
a
direct
customer
or
or
internal,
and
I
don't
think
that
that's
going
to
change
anytime
soon.
Quite
frankly,
I
mean
I
I've
had
offers
kicked
this
week.
E
Unfortunately,
good
jobs,
project
managers
that
pay
a
lot,
I'm
paying
them
a
lot
out
of
my
end
and
they
took
permanent
full-time
jobs
with
companies
that
they
had
been
talking
to
for
a
little
bit
now,
so
that
I'm
finding
is
is
kind
of
where
we're
at
in
the
market.
Right
now-
and
I
don't
see
that
changing,
as
I
said
before,.
B
Yeah
good
thought,
you
know
it's
funny,
because
I've
been
on
both
sides
of
that
my
career,
I'm
not
50
50,
exactly,
I
don't
even
know
if
it's
more
contract
or
more
perm
over
my
career
but,
as
bobby
said
only
a
22
year
old
kid,
but
the
deal
is
having
done
both
I'll
say.
What's
kind
of
funny
is
what
you
really
you
work
on
something
you
have
an
assignment.
You
want
to
be
successful
at
it.
B
You
want
to
deliver
value
back
to
the
people
who
employ
you,
whether
you're
a
contractor
or
your
perm,
but
the
one
thing
I'll
say
that
is
a
little
different
with
the
perm
side.
If
you
jump
into
a
team
that
you
like
working
with
and
you
feel
you
add
value
and
they
like
working
with
you,
it's
like
any
team
sport.
At
that
point
you
go.
You
know.
B
This
was
a
great
great
experience
for
me
and
I
just
if
it's
a
contract,
it
maybe
ends
at
a
year
or
whatever
it
is,
and
you
move
on
to
the
next
one.
You
start
over
again,
but
if
you
really
like
working
with
the
team-
and
you
really
feel
you've
added
value,
they
like
you,
it's
it's
nice
to
be
able
to
continue
that
relationship
and
build
on
it.
B
Actually,
so
I
can
say
a
lot
of
times,
you
build
great
relationships
inside
of
companies
and
if
you
come
back
for
what
I
call
a
second
season
as
the
permanent
ploy,
then
that's
really
fun.
You
can
leverage
and
continue
to
sort
of
improve
what
you're
delivering,
because
you're
building
off
that
base,
which
is
nice,
sometimes
there's
also
long-term
contract
things
so
drew,
could
say,
hey
I,
like
jim,
so
much
I'm
going
to
hire
jim
as
my
assistant
and
I'll
keep
him
on
a
contract
for
10
years.
B
But
there
are
those
they
do
exist
as
well,
but
I
think
the
perm
thing
that's
one
of
the
biggest
attractions
I've
seen
over
my
career
is
the
idea
that
you
have
that
team
that
you
really
like
being
a
part
of
in
so
many
ways,
and
then
it
becomes
easy
to
say
gee.
I
want
to
stay
on
that
team.
I
think
the
contract.
E
To
hire
model
is
one
that
makes
a
lot
of
sense,
and
I
try
to
advocate
that
to
people
on
the
candidate
side.
I
came
from
recruiting
background,
so
I
try
to
keep
the
relationship
with
the
management
team,
but
especially
in
this
market,
you
need
to
bring
out
the
guns
to
get
a
good
candidate
and
I'll
get
involved
and
sell
them
on
the
opportunity
and
why
this
company
makes
sense
over
the
other
things
you're
considering.
E
But
one
of
the
things
that
is
routinely
said
to
me
is
that
contract
to
hire
is
a
distant
second
to
either
contract
or
perm,
whatever
that
person's
looking
for,
they
feel
like
that's
just.
Why
am
I
gonna?
Why
am
I
gonna
try
out
with
this
company
when
others
are
just
gonna?
Give
me
a
direct
full-time
salary
or
pay
me
an
exorbitant
amount
of
money
on
a
contract
rate,
and
honestly,
I
don't
have
a
great
answer
for
them,
if
I'm
being
candid
other
than
the
opportunity
to
work
with
whatever
organization.
I
am
so.
E
If
I'm
lucky
enough
to
have
a
great
client,
that's
backing
me
and
the
rate's
good
and
the
salary
down
the
road
is
in
line
with
what
they're
looking
for
awesome,
but
in
general,
especially
in
a
piping
hot
market
like
this,
it's
one
or
the
other,
and
I
think
a
lot
of
candidates
are
making
that
option
versus
going
contract
to
hire
right
now.
Yeah
thanks.
B
So
I
see
jody
brockington.
I
have
you
here
now
right
jody.
If
you
could
unmute
yourself
sure,
hey
jody
nice,
to
see
you.
So
I
want
to
welcome
you
onto
the
panel,
obviously,
and
then
thank
you
jody's
from
dtcc
and
she
specializes
in
diversity,
talent,
management
and
jody
I'd
like
to
give
you
a
minute
just
to
introduce
yourself
to
the
audience.
F
But
for
us
I
was
about
to
type
into
the
chat
that
we
have
been
very
successful
in
converting
most
of
a
lot
of
our
contractors
and
vice
versa,
where
sometimes
some
people
have
worked
with
us
permanently
have
become
consultants.
So
we
are
a
pretty
fluid
company,
but
we
are
definitely
looking
for
permanency
so
places
within
our
company
that
we
might
have
contracted
out
to
ey
and
other
companies
to
do
some
of
our
work.
F
We
are
now
hiring
those
teams,
so
those
are
teams
of
13
to
20
people
10
to
15
people,
depending
on
what
it
is,
and
everything
from
blockchain
bitcoin
management,
app
development,
anything
that
you
would
find
in
the
technology
space,
so
cloud
c,
plus
plus
sql,
java
python.
You
name
it
you
got
it.
We
want
it.
But
you
know
in
this
space
it's
even
more
difficult
to
find
diversity
and
for
us
at
dtcc
I'll,
be
very
clear.
F
That
diversity
for
us
is
just
about
anyone
but
white
men
and
asian
men,
because
we
have
plenty,
it's
not
that
we
do
not
hire
them.
They're
just
not
considered
to
be
diverse,
and
in
some
instances,
though,
there
are
white
men
that
diversify
and
a
department,
so
our
legal
department
is
very
women-heavy
and
I
had
to
get
on
them
for
not
hiring
having
men
in
the
hiring
process.
Just
like
I
would
get
on
another
department.
F
So
we
are
constantly
looking
for
great
talent
in
the
tech,
fintech
space
and
right
now
we
have
about
300
open
rolls,
but
the
best
part
about
us
is
that
we're
small,
so
we're
tiny
and
mighty.
So
we're
only
5.
000
employees
total,
so
even
when
we
hire
three
people,
it's
a
big
shift.
10
is
a
major
shift
and
20
is
so.
We
have
also
hired
over
set
over
600
folks
through
covet
and
just
continuing
to
move
down
our
pathway.
We've
been
very
consistent.
We
have
a
really
good.
F
We
only
have
a
six
percent
of
you
know
in
terms
of
turnover
and
that's
just
gone
up
recently,
we're
you
always
teeter
between
five
and
six
and
now,
with
the
great
resignation,
we're
still
strong,
steady
and
stable.
So
this
is
a
great
place
to
work
if
you're
able
to
get
a
contract
through
someone
good,
it's
very
hard
to
get
a
contract
with
us,
but
once
you
do,
you
are
there
for
at
least
a
few
years,
we're
a
little
bit
longer
in
our
contract
space,
and
then
we
do
look
for
permanent
homes.
F
So
the
hardest
challenge
I
have
is
trying
to
bring
people
from
the
outside
in
because
people
never
leave
dtcc
once
they're
there,
so
you'll
meet
most
people
and
they'll
say
10
years,
15
years,
20
years,
30
years,
I'm
only
there
two
and
a
half
so
far,
but
that's
a
long
stint
for
me.
So
that's
my
feel.
I
I
hope
that
if
there's
something
that
you're
interested
in
at
dtcc,
you
can
definitely
reach
out
to
me.
I
will
put
my
linkedin
profile
link
in
there.
B
So
jody
that
was
great
to
bring
a
quote
a
perspective.
It's
obviously
dtcc
is
I'll.
Call
it
aggressive
when
you
think
about
the
numbers.
You
said
you
know:
5
000,
people
more
or
less
total,
but
you're
adding
you
know,
600
during
the
pandemic,
300
now
kind
of
a
thing:
that's
a
big
percentage
increase
for
an
organization,
that's
not
microsoft
or
ibm,
or
somebody
at
that
scale.
So
obviously
there
is
a
big
need
to
add
talent
there,
which
is
a
good
thing
so,
and
it
also
helps
a
lot
to
think
about.
B
The
other
thing
I
really
like
is
the
fact,
like
bobby
had
said
earlier
in
a
sense,
there's
a
wide
open
door
for
anybody,
regardless
of
your
background,
and
there
are
different
types
as
you've
heard
before
kinds
of
in
a
sense
skill
sets.
We
need
not
only
technical
but
ones,
you
know
built
around.
You
know,
project
management
and
other
things,
not
just
engineers
alone.
So
and
we
again
have
a
mix.
B
I
think,
as
we
heard
earlier
from
richard,
that
accenture's
in
a
different
model
they're
doing
a
lot
of
different
types
of
business,
consulting
solutions
for
different
types
of
industries,
so
they
may
have
a
different
skill
set
and
different
types
of
roles
than
dtcc
is
looking
for
as
well
across
the
planet.
So
yeah
thanks
for
adding
that
bobby.
F
And
I
I
wanted
to
at
least
add
two
too:
we
have.
We
have
an
internal
consulting
arm,
so
we
we
brought
our
into
our
consulting
in-house.
Also
was
was
done
externally,
so
you
always
need
a
variety
of
different
talent
which
mixes
between
technology,
finance
and
then
business
development,
innovation
and
strategy.
So.
B
So
I've
seen
that
work
out
very
well.
So
with
that,
let
me
go
on
to
the
next
topic,
which
makes
sense
for
all
of
the
panel,
so
richard.
If
I
can
ask
you
it's
how
how
do
we
have
candidates
in
a
sense
build
their
skills
brand
themselves
from
your
perspective,
maybe,
and
how?
How
should
they
be?
How
should
they
think
about
maybe
training
for
roles
that
they're
interested
in
any
thoughts
on
that.
D
D
There
are
luminaries
that
are
focusing
on
you
know,
what's
going
on
in
the
space,
whether
it
be
from
a
technology
perspective
or
some
of
the
leading
use
cases
keep
up
on
that.
I
even
personally
myself
have
about
five
google
alerts
that
come
out
to
me
every
day
on
specific
topics
in
this
area,
and
it
helps
me
to
just
keep
informed
of
who's
doing
what
and
what's
going
on
and
what
what
the
current
chatter
is
about.
You
know
in
the
in
this
space,
and
I
would
encourage
all
of
you
to
do
that
as
well.
D
It
is
about
its
application,
and
so
you
got
to
jump
in
and
do
something
whether
it
is
something
where
you
volunteer
for
some
type
of
a
project
or
you
are
fortunate
to
get
onto
a
roll
on
old
project.
It's
about
the
application.
I
can't
tell
you
how
many
folks
that
I
talk
to
personally,
where
you
know
I
asked
them
two
questions
to
find
out
about.
Blockchain.
Describe
it
to
me,
like
I'm,
your
grandma,
your
grandfather
and
two
tell
me
how
it's
going
to
change
the
world,
because
that
is
to
me.
D
Can
you
easily
explain
what
is
often
a
very
complex
topic
and
then,
secondly,
tell
me
how
you're
going
to
apply
it
to
really
create
value,
and-
and
I
think,
if
you
can
kind
of
think
about
that,
as
you
think
about
what
your
skills
are,
your
brand,
your
story
as
it
relates
to
blockchain
and
multi-party
systems.
I
think
that
will
serve
you
well.
B
Excellent
yeah.
Those
are
two
great
points,
one
keeping
that
make
the
technology
easy
to
understand
because
for
a
lot
of
people
it
isn't
so
they
read
articles
or
whatever
they're
trying
to
get
into
it
and
it
the
way
it's
presented.
Many
times
is
complex,
but,
yes,
I
think
you're
right.
Somebody
who
is
going
to
really
add
value
is
going
to
be
somebody
who
can
understand
everybody
else's
perspective
and
make
it
simple,
and
so
that's
one
key
part.
B
The
other
thing
that
actually
was
just
the
opposite
out
of
my
mind
was
now
tell
me
how
it's
going
to
change
the
world.
I
mean
that's
one
of
those
things
I
could
answer
it
in
two
questions
like
oh
it'll,
be
much
better,
but
you
really
have
to
be
more
concrete
than
that.
You
have
to
apply
it
to
an
example,
kind
of
a
thing,
so
both
good
points
jody.
Let
me
switch
over
to
you
and
get
your
thoughts
on
in
a
sense.
Let's
say:
I'm
a
candidate
out.
B
B
F
Every
job
right
like
a
crazy
applicant,
meaning
like
you,
have
no
direction
and
granted
I
will
take
full
from
you-
know,
responsibility
that
I
don't
think
that
our
job
descriptions
are
some
of
the
best.
So
sometimes
you
can
be
skewed
one
way,
but
I
would
always
say
it's
almost
like
it's
like
football.
You
want
to
go
for
that.
Quarterback
role,
the
one
you
really
want
is
the
one
you
want
to
apply
for
because
you
do
want
to
get
in
the
pipeline
and
once
you're
there.
F
Our
departments
are
kind
of
cryptic
as
well,
so
not
everyone
has
a
bto
and
a
gbo
and
a
dtma
like
all
these
acronyms.
That
mean
nothing
to
you
on
the
outside
world,
but
divide
you
up
even
within
it.
We
have
multiple
layers
within
a
department
right,
so
you
have
you
know
so
one
apply
for
one
role
but
admit
like
say
in
your
cover
letter
in
your
email
that
I'm
applying
for
two
two
seven
five,
but
I'm
also
interested
in
two
two,
seven,
four,
two,
two
seven
three.
F
So
there's
a
fine
line
and
to
make
sure
that
your
resume,
if
you're,
applying
for
a
second
role
after
applying
for
a
first
one,
there
should
be
some
changes
in
that
resume,
and
often
people
send
the
same
exact
one
and
people
on
our
side
definitely
pay
attention
to
that,
and
then
there's
parts
of
technology
for
sure,
that's
trainable
so
or
that
we
know
if
you've
done
python.
You
might
already
know
some
java.
You
know
this,
then
you
might
know
some
like
that.
You
don't
have
to
have
everything
that's
on
there.
F
B
Well,
a
couple
of
things
I
really
like
number
one:
not
every
company
does
this,
but
the
fact
that
I
can
apply
for
a
job
not
get
chosen
for
the
job,
but
in
effect,
through
your
a
quote,
recruiting
team
take
a
look
at
me
as
a
candidate
and
say
hey.
You
know
what
we
should
give
this
guy
feedback
other
than
the
simple.
Thank
you
for
replying
letter
right.
So
I'll
get
to.
Thank
you.
B
The
automated
thank
you
for
applying,
but
we've
already
filled
that
position
thanks
anyway,
but
what's
kind
of
cool
is,
if
you
looked
at
me
as
a
recruiting
team
and
said
hey,
you
know
what
we
didn't
pick
him
for
that
role
fair
enough,
but
he
is.
He
has
these
skill
sets
and
maybe
these
other
things
I'll,
send
him
an
email
and
say:
are
you
interested
in
one
of
these
two
other
jobs?
You
might
be
a
good
fit
that
kind
of
interactive
feedback.
B
If
you
will
is
not
common
today
from
I'll,
say,
90
something
percent
of
the
companies,
so
most
companies,
whether
I
don't
know
if
they're
not
staffed
well,
for
you
know
recruiting
or
whatever,
but
they
don't
give.
You
that
kind
of
feedback
for
sure
that's
a
that's
a
huge
win
for
us
and-
and
you
make
a
great
point,
not
only
the
resume,
but
even
my
cover
letter.
Obviously
both
of
those
should
be
targeted
more
toward
the
job
I'm
going
after.
B
So,
if
you
tell
me,
hey
jim,
take
a
look
at
2274
that
might
line
up
with
what
you
want
to
do.
I
should
actually
go
back
and
honestly
try
to
take
a
hard
look
at
not
only
the
job
description,
try
to
read
between
the
lines,
a
little
bit
understand
it
and
then
try
to
figure
out
what
makes
me
special
about
2274.
B
F
I
can
attest
that
people
who
have
applied
for
roles
and
didn't
get
the
first
one
kind
of
like
running
for
elected
officials
have
come
back
and
been
very
successful,
the
second
time
because
one
they
understand
our
company
better.
They
understand
what
they
needed
to
come
with
and
we
can
be
the
advocate
the
second
time
around
saying,
oh,
my
god,
the
first
time
john
applied.
You
know
this
was
already
down
the
pipeline
too
far
they
already
almost
were
at
offer.
F
We
just
didn't
have
something
that
was
in
alignment
and
often
we'll
even
reach
out
back
to
you,
and
our
system
is
set
up
that
once
you
have
a
profile,
which
is
why,
even
if
you
don't
see
a
job
today,
something
can
come
up
later.
Like
amazon,
you
brought
these
shoes,
you
might
like
these
shoes.
You
bought
this
jacket,
you
know
so
you
apply
for
this
kind
of
job
and
we
will
also
then
move
like
when
something
comes
up.
That's
similar,
they
will
get
it.
F
They
don't
always
get
it
right,
because
I'm
still
on
the
list-
and
I
sometimes
get
things
that
I'm
like.
I
would
never
do
that,
but
we
at
least
try
to
match,
based
on
what
you
have
put
into
your
application,
so
that
you
should
also
take
some
time
to
really
fill
it
out
and
really
get
as
much
information
there
as
possible.
B
So
you're
great
thanks
drew
so
I've
drew
and
I
don't
go
back
20
years.
I
do
go
back
more
than
20
years
in
in
jobs
and
career
and
all
that,
but
I
do
like
working
with
drew
a
little
bit
and
I'll
say
why
in
a
sense
he
tries
to
help
you
think
through
who
you
are
and
what
you're
trying
to
get
done.
So
I
can
go
to
drew
and
say:
hey.
I
see
a
job
for
director
of
I.t
for
company
x.
B
I
want
that
job
sent
to
my
resume
and
instead
of
just
shoving
it
over
the
wire
and
saying
hey,
no
problem
just
dropped
in
there.
He
actually
did
spend
the
time
to
go
through
and
say,
hey.
Let's
take
a
look
at
some
options
to
think
about
what
you
want
and
I'll.
I
know
I
can
talk
directly
or
indirectly,
through
the
hiring
manager.
Try
to
get
you
a
better
feel
for
than
what
you
see
in
the
job
description
for
what
they're
really
looking
for.
As
jody
said:
where
are
they
really
in
the
process?
B
B
E
Yeah
and
I
don't
want
to
be
redundant,
but
I
appreciate
what
you
said
jim
you
you've
made
me
look
good
a
few
times
here
and
I
appreciate
that
all
right
being
transparent,
like
let's
take
it
to
bare
bones
like
the
process,
is
typically
about
your
brand.
It
was
always
in
the
past
about.
Let
me
see
your
resume.
Do
you
have
years
of
experience
are
the
things
that
I
need
on
there.
The
technologies.
E
Where
did
you
go
to
school
name?
Recognition
is
big,
especially
in
this
market,
that
I
work
in
here
in
boston.
It's
very
big
and
it's.
How
do
you
present
when
you
have
a
30?
Second
snapshot?
People
don't
have
the
attention
span
to
go
through
your
background
for
30
minutes,
some
might
depending
on
the
job
you
well.
E
I
don't
want
to
exclude
people
of
doing
that,
but
typically
you're
up
against
300
other
people
that
applied
for
the
same
job
that
you
are
and
when
people
look
at
your
background
and
your
linkedin
profile
and
as
I've
seen
in
the
chat
here,
I
don't
think
there's
anything
wrong
with
the
people
that
have
been
outside
of
this
market
for
20
years
and
you're
trying
to
get
in
now.
Okay,
show
me
how
you're
passionate
about
getting
in
there's
certifications
that
you
can
get
within
blockchain.
E
There's
different
meetup
groups
that
you
can
go
to
there's
things
that
you
can
do
where,
even
if
you
are
working
as
a
barista,
you
can
make
that
be
the
eighth
thing
that
they
see
on
your
resume
when
they
search
about.
Why
are
you
applying
to
this
job?
Jody
brought
this
up
if
you're
applying
to
the
same
job
over
and
over
you
don't
change
your
background.
E
I
don't
take
you
seriously,
even
if
it
is
a
piping,
hot
market
right
now
and
very
candidate
driven,
but
as
jim
and
I
were
alluding
to
like
you
want
to
go
through
and
be
methodical
about
this.
This
is
chess,
not
checkers.
Why
is
the
manager
going
to
want
to
talk
to
you
and
not
one
of
the
other
300
people?
What
is
it
going
to
do
think
put
yourself
in
their
position
in
closing
think
about.
If
you
were
reading
your
resume
and
then
immediately,
you
see
an
icon
pop
up
that
the
manager
viewed
your
linkedin
profile.
E
D
But
think
about
being
in
an
elevator
with
the
ceo
of
the
company
that
you
want
to
work
for
right
right,
that's
great
between
floor.
One
and
five
you've
got
to
tell
them
what
your
brand
is
and
if
you
can't
easily
say
I'm.
This
is
what
I
do,
and
this
is
what
I
can
do
for
you.
You
need
to
practice
that
you
need
to
write
it
down
and
you
need
to
be.
You
need
to
own
it.
B
Yeah
great
point
richard
you're
right
when
I
I've
done
a
bunch
of
things
in
my
career,
but
one
of
them
was
a
financial
advisor
and
in
that
role
they
said
you'll
be
lucky.
If
you
get
30
seconds
to
explain
who
you
are
to
somebody,
you
know
30
seconds
to
the
outside,
it's
probably
going
to
be
more
like
10.
and
if
you
can't
get
them
interested
in
what
I
call
that
elevator
pitch
of
going
from
floor
two
to
floor
three
you're.
You
need
to
sit
down
and
rethink
in
a
sense.
D
B
B
I
only
have
one
answer:
it's
I
help
people,
it's
like
what
and
so
you're
always
because
it's
such
a
short
answer,
you're,
probably
going
to
get
a
follow-up.
If
you
don't
get
a
follow-up,
not
a
problem,
it's
very
productive,
but
if
they
ask
you
how
you
help
people
boom
you've
now
got
a
conversation
going
as
opposed
to
me.
B
Launching
into
the
first
half
of
my
resume
and
saying:
hey
richard
I've
done
all
these
20
things
and
hoping
that
throwing
out
all
those
20
things,
one
of
those
will
interest
you
it's
it's
far
better
to
open
up
that
real
door
to
a
conversation
that
way.
So
that
is
a
great
thought.
Let's
move
on
to
the
next
one
bobby,
if
we
can
the
next
slide
thanks,
so
flipping
around
we've
talked
a
little
bit
about
this,
but
again
we're
gonna
ask
how
we've
talked
about
in
a
sense.
What
a
candidate
can
do.
B
D
Do
your
research,
you
know,
look
at
the
types
of
projects
the
company's
working
on
what
ecosystems
are
they
participating
in
leading
read
their
thought
leadership
follow
their
luminaries
in
the
business,
engage
with
them.
You
know
through
linkedin,
to
comment
on
their
posts
and
really
look
at
the
industries
in
which
they're
focused
on
to
ensure
that
they
are
industries
that
you
also
are
interested
in
working
at.
D
So
that's
kind
of,
I
would
say,
the
mechanics
of
getting
kind
of
the
you
know
is
the
is
the
domain,
the
subject
matter
that
they're
working
in
right,
but
then
I
think
I
can't
over
impress
enough.
You
also
have
to
look
at.
Is
it
a
cultural
fit
for
you?
Are
they
doing
work
that
interests
you
do
they
have
the
work
environment
that
meets
your
needs?
D
You
know,
are
you
working
for
a
team
in
a
company
that
values
your
voice
and
your
input,
and
also
look
at
how
they're
they're
giving
back
in
the
market?
Looking
at?
You
know
the
tech
for
good
initiatives
that
they
they
may
be
investing
in
or
leading
in
or
supporting.
So
I
think
it's.
It's
really
a
combination
of
looking
at
the
work
that
they're
doing
from
just
a
practical
perspective.
What
are
the
use
cases?
What
are
the
industries,
but
then
I
think
it's
also
about.
Are
they
the
right
fit
for
you
personally,.
B
Yeah
great
point
right:
I've
thought
much
more
about
the
concept
of
I
think
of.
I
almost
think
of
it
as
like
teams
that
you
want
to
play
on
you,
like
the
people
that
you're
playing
with
or
are
they
going
to
like
playing
with
you
kind
of
a
thing
that
whole
culture
fit?
It's
not
just
what
the
business
does,
but
it's
actually
what
are
they
focused
on
and
the
people,
and
I
I
can't
say
it
enough.
B
I
worked
in
one
place
and
it
was
amazing
I
people
used
to
come
to
me
and
say:
what's
it
like
to
work
for
this
company
I
said:
look
I
said
the
thing
about
this
company.
That's
so
different
than
other
companies
that
work
for
when
you
sit
on
the
bench
and
you
look
at
who
else
you're
playing
with
you
look
to
the
left.
You
look
to
the
right
and
you
go.
Oh
my
god.
What
a
team
I
feel
like
I'm
in
the
barcelona
dream
team
sitting
here
with
these
people.
B
B
The
other
thing
is
in
a
sense
trying
to
understand
that
from
the
outside,
a
little
bit
is
different.
It's
not
easy
to
do,
and
so,
as
you
said,
follow
the
company
more,
not
just
don't
just
go
indeed
and
say:
oh
look,
job
description,
project
manager.
I
think
I
want
that.
I
think
accenture
is
a
good
company.
You
know,
whatever
their
market
cap
is
really,
as
richard
said,
do
the
homework
a
little
bit
more,
especially
about
the
in
the
area
you're
going
to
be
working
and
the
other
point
you
made.
B
That's
really
good,
which
is
good
for
bobby.
I
think
is
that
if
you
don't
have
any
background
in
blockchain,
why
not
start
working
with
bobby
on
the
giving
chain
right
and
then
yes
you're
doing
some
stuff
on
your
own
training,
which
is
good
technically
to
say
I
understand
the
stuff
better,
but
if
you
can
get
some
real
experience,
as
richard
said
that
you
bring
to
the
table,
it's
not
like
oh
yeah,
I
passed
this
course
that's
good,
but
more
than
that,
I
actually
contributed
to
this
thing.
That
is,
he
said,
is
social
good
focused.
B
B
D
F
Yeah,
I
think
richard
covered
most
of
it.
I
call
it
the
trifecta
of
your
passion,
your
paycheck
and
the
environment.
You
know
you're
getting
paid
enough
so
that
you're
not
really
thinking
about
what
you're
like
you're
doing
the
work
you
want
to
do
because
you're
passionate
about
it
and
you're
around
the
people.
You
want
to
be-
and
I
I
often
start
with
younger
folks
to
think
about,
like
what
brands
do
they
love?
What
are
they
eating
drinking
wearing,
seeing
every
day
because
those
places
have
jobs
right?
So
it's
not
like.
F
Oh,
I
just
want
to
do
this
for
the
money
you
want
to
do
for
the
money
and
you
want
to
do
it
even
for
that.
So
for
me,
I
think
the
sooner
you
find
a
company
the
better-
and
I
think
often
we
overlook
companies
like
myself
at
dtcc
that
are
smaller
that
are
not
as
well
known.
A
lot
of
people
still
don't
know
what
accenture
really
does
right.
F
So
when
you,
when
someone
does
some
research
and
they
can
really
come
to
you
and
tell
you
about
your
company-
maybe
some
of
the
stuff
that
you're
doing
in
the
community.
Some
of
the
initiatives
you
have
that
are
larger
than
the
company
that
are
impacting
the
communities
they
live
in.
It's
how
I
ended
up
at
merrill
lynch
they
supported
every
non-profit.
I
ever
volunteered
for
worked
at
loved
and
was
a
part
of
so
that
was
my
first
bite
into
the
financial
services
industry.
F
Unfortunately,
it's
during
the
recession,
so
that
was
quick.
You
know
a
couple
years
and
out,
but
I
think
if
you
find
that
right
environment
and
that
they're
going
to
help
that
there's
growth
potential
for
you
and
that
company,
you
can
stay
there
for
a
long
time
and
continue
to
reinvent
yourself
that
you're
not
kind
of
stuck
doing
that.
F
One
thing,
unless
you
really
love
that
one
thing
like
there's
people
in
my
company
that
I'm
like
you've,
been
doing
this
for
20
years,
the
same
thing
and
it's
like
the
roles
evolved
but
and
they
have
evolved
as
people
and
technology
has
changed,
but
they
really
like
what
they
do.
So
they
stay
right
versus
someone
who
comes
in
new
for
some
innovation
and
idea
that
you
want
to
look
for
a
place
where
you
can
grow.
And
I
don't
know
if
there
are
any
students
here
or
those
who
are
finishing
up
school.
F
F
And
then
we
have
an
edge
program
for
those
of
you
who
might
be
graduating
from
graduate
school
or
undergrad,
which
is
like
winning
the
nfl
lottery,
because
you
have
a
job
for
two
years
and
we
spend
about
150k
or
so
in
training
in
that
first
year,
so
you're
getting
paid
to
go
to
school
and
learn
all
the
stuff
that
you
didn't
quite
have.
Or
you
said
you
know
python,
but
not
to
this
degree.
So
we
do
a
lot
of
training
and
even
for
our
new
incoming
employees,
we're
not
expecting
you
to
know
it
all.
F
And
if
you
took
the
same
job
with
richard
as
you
would
with
us
what
you
how
they
would
do
it,
how
richard's
folks
train
you
and
what
we
need
you
to
do
are
slightly
different.
We
all
have
our
own
secret
sauce,
so
you
don't
want
to
come
in
as
a
know-it-all.
You
want
to
come
in
as
someone
who
can
modify
change
flexibility
and
know
that
you're
going
to
have
to
learn
something
new
on
almost
a
daily
basis.
F
So
I
think
that
research
piece
is
key,
like
do
as
much
research
as
possible
about
that
company.
How
long
they've
been
involved?
How
long
who
founded
it
who's?
You
know
how
many
times
have
they
had
turnover,
if
that's
a
concern
for
you
like
so
there's,
there's
things
that
are
going
to
be
more
important
to
you
as
a
person,
then
as
your
per
and
then
it'll
attach
to
your
profession,
so
everything
richard
said
times,
10.
B
I'll,
just
you
know
two
words
I
heard
there.
You
said
a
lot,
I'm
just
gonna
pick
on
two
number
one.
You
did
say
passion
and
I
think
you're
right
that
if
you're
gonna
go
it's
not
just
the
job
that
whatever
the
role
is
you
gotta
care
about
the
job,
but
the
bigger
thing
is
you
have
to
be
passionate
about
what
you
think
you're
going
to
be
adding
and
what
that
company
is
doing.
You
have
to
be
passionate
about
that.
So
hopefully
you,
like
the
skill
sets
you
bring.
B
Hopefully
you'll
like
the
experience
and
the
kind
of
work
you're
going
to
do,
but
you
really
have
to
be
passionate
about
the
whole
thing,
and
that
does
make
a
huge
difference.
I've
seen
that
when
I
was
on
the
hiring
side
in
the
candidates
right,
so
I
could
have
two
people
that
looked
similar,
but
one
was
dramatically
passionate
like
gee.
I
really
understand
what
you
guys
are
doing.
I've
done
the
research
I've
been
whatever
looking
at
something
like
this
works
in
a
space
similar
if
they've
really
driven
deeply
into
it.
B
They're
going
to
bring
certainly
good
skill
levels
in.
But
the
question
is:
when
you
look
at
it,
do
you
really
want
somebody?
That's
really
going
to
in
a
sense,
have
the
energy
to
drive
forward
on
a
consistent
basis,
number
one
and
number
two
to
your
point,
the
hardest
thing
in
all
these
things,
I
would
tell
you
anybody.
That's
really
working
today
the
business
is
changing.
The
company
that
you're
in
is
changing
and
the
technology
is
changing
at
a
rapid
rate.
So
what
does
that
mean?
B
That
means
you
have
to
be
set
up
to
be
highly
adaptable
above
all
else,
so
it
doesn't
matter
that
I'm
the
world's
best
mainframe
cobalt
program
on
planet
earth.
What
matters
is
when
I
go
to
work
for
that
company,
even
if
that's
the
skill
set
I'm
starting
with,
I
have
to
be
in
a
sense,
probably
more
flexible
today
than
I
was
five
or
ten
years
ago
to
adapt
to
the
way
the
team
has
got
to
work
and
what
they
need
from
me.
Getting
back
to
your
training
point
as
well
drew.
E
Yeah,
I
think
I
mean
what
jody
richard
said.
I
I
completely
agree
with
and-
and
I
once
again
don't
want
to
be
redundant
here,
but
I
think,
if
you're
looking
for
something
right
now,
especially
in
this
market,
people
are
looking
for
you
like
you're,
in
a
very
opportune
situation,
where
trying
to
either
look
on
linkedin
or
dice
or
career
builder,
or
just
google
search
companies
that
are
looking
for
people
like
yourself.
It's
very
easy
to
align
yourself
with
them
and
then
the
biggest
thing
that
I
don't
think
people
take
advantage
of
is
networking.
E
Like
I
remember
years
ago,
I
couldn't
find
an
angular
js
developer
to
save
my
life.
They
all
were
making
way
more
money
than
I
could
pay
and
they
seemed
to
not
exist
right
around
when
the
technology
got
really
hot.
So
I
went
to
meetup
groups
and
I
started
talking
to
people
and
I
started
better
understanding
the
tech
and
getting
to
people
who
didn't
even
have
a
linkedin
profile
or
a
github
or
a
resume,
but
they
still
got
jobs,
and
I
think
sometimes
it's
it's
trying
to
think
outside
the
box
of
just
okay.
E
I
have
a
resume.
I'm
going
to
submit
something
and
trying
to
meet
people.
Also,
if
I
was
applying
for
a
job,
I
don't
know
with
richard
or
jody
I'd,
probably
look
at
them
on
linkedin
and
see
if
they're
connected
with
anybody,
I
know
hey.
Can
you
make
a
connection?
Can
you
at
least
take
five
seconds
out
of
your
day
to
make
the
intro,
because
they
know
you-
and
I
know
you
and
I
need
your
help
like
I
knew
a
friend
recently
that
just
applied
for
a
job
at
a
company.
E
That's
really
well
known
here
in
the
boston
area.
I
knew
the
recruiter
of
that
job.
That
was
linked
to
it.
I
shot
them
a
message.
They
were
ushered
to
the
front
of
the
line
you're
not
always
given
that
luxury,
but
you
get
at
least
take
a
stab.
This
is
a
numbers
game.
You
can't
treat
it
like
that,
though.
You
have
to
be
particular
with
changing
your
resume,
your
profile,
your
background,
everything
that
the
job
is
looking
for
at
least
give
yourself
a
chance,
don't
be
discouraged
by
the
jobs
that
are
posted.
E
They
have
a
laundry
list
sometimes
of
what
they
need,
not
what
they
will
accept.
A
lot
of
people
managers.
I
talk
to,
I
say:
please,
consider
someone
who's
75
of
the
job,
given
the
market
right
now
give
yourself
a
chance
or
okay,
keep
looking
for
100
of
it.
We'll
talk
in
three
months
from
now
about
what
we
need
to
do
so
try
and
once
again
not
to
be
redundant
but
put
yourself
in
the
shoes
of
the
people.
Looking
for
you
and
try
and
connect
with
people.
This
is
not
about
resume
anymore.
E
It's
about
your
brand
and
who
you
know,
that's
always
been
the
case.
People
hire
people,
they
know,
or
at
least
have
a
referral
from
someone
or
know
that
you're,
real
or
you've
done
a
good
job.
So
references
go
very
far.
So
that's
that's
probably
my
best
advice
I
can
give,
especially
in
this
space,
to
find
something.
B
Thank
you
so
now
I'm
flipping
it
a
bet
and
I'll
say:
we've
covered
this
to
a
degree
we'll
try
to
hit
it.
If
you
have
anything
new
to
add,
I'm
gonna
say
how
do
companies
find
candidates
and
create
a
candidate
pipeline
for
roles,
obviously
we're
all
familiar
with
either
company
sites
where
you
can
go
out
and
look
at
roles
that
that
exists,
we're
also
familiar
with
the
third
party
sites,
like
indeed
or
monster,
or
any
of
those
other
ones
dice,
and
so
on
that
also
list
jobs
as
well.
B
But
let
me
richard,
let
me
ask
you:
you
talked
about
how
you
think,
through
the
goals,
how
you
think,
through
the
resources
that
you
might
need
for
a
new
project
or
a
new
area,
you're
working
in
give
me
a
picture
a
little
bit
of
from
your
perspective,
how
accenture
thinks
of
setting
up
a
candidate
pipeline?
What
do
you
do
to
find
resources
in
a
sense
to
fill
your
pipeline?
B
D
But
I
will
say
we
are
very:
we
are
active
in
these
types
of
organizations
and
these
types
of
efforts,
we've
actually
posted
roles.
You
know
on
on
on
your
site
and
others
networking
we
also
look
at
who
is
commenting
about
this
space
in
the
market
and
we'll
do
outreach
so
we'll
directly
outreach
people.
If
we
see
an
interesting
point
of
view,
for
instance
that
aligns
with
something
that
we're
working
on
or
where
we
need
talent,
and
so
we've
done
that
as
well.
B
Yeah,
it's
a
great
thought,
a
great
point,
because
some
people,
I
know
who
work
in
these
roles,
not
everybody,
but
some
people
in
a
sense
will
take
the
experience
they've
done
or
the
things
they're
focused
on
and
they'll
actually
write
a
link
in
post
or
something
like
that
and
they're
sharing
in
a
sense
what
they're
what's
important
to
them
a
little
bit
and
giving
people
to
see
who
they
are
a
little
bit
at
least
indirectly,
on
even
on
a
small
topic.
So
that
can
be
helpful
as
well
jody.
Your
thoughts.
F
Well,
you
know
not
to
be
repetitive,
I
mean,
I
think
you
know
you
have
to
find
the
talent
in
the
spaces
that
are
important
right
behind
me.
You'll
see
all
the
hbcus
that
are
there's
hundreds
of
them,
but
we
did
a
lot
of
research
to
narrow
down
which
schools
had
departments
and
specific
areas,
computer
science
that
made
sense
to
us
and
where
our
offices
are
and
what
the
communities
were
in.
F
Just
like
we
asked
you
know,
candidates
to
do
theirs,
to
find
them
so
making
sure
that
we
have
matched
up
the
right
talent
with
what
our
company
is
going
to
need
now
and
also
looking
at
it
more
futuristically
so
also
reaching
down
younger
and
earlier
on,
so
we
become
a
brand
that
people
know
everyone
drinks
tropicana,
because
their
parents
drink
it
or
whatever
in
your
house.
So
we
want
to
also
become
that
name
with
some
people
who
can
grow
up
with
us
and
others.
Now
that
are
kind
of
getting
to
know
us.
F
So
I
think
we
continue
to
create
that
and,
like
I
said
before,
someone
might
not
be
good
for
a
role
now
or
something
that's
not
available,
but
a
graphic
design.
You
know
role
opens
up
and
when
they
first
apply,
there
was
nothing
right
or
they're,
looking
for
a
marketing
role
or
a
ux
role,
and
so
we
continue
to
stay
in
touch
and
always
look
for
a
bcd
plan
for
any
of
our
candidates,
as
as
long
as
we've
had
some
communication
with
them.
F
B
Yeah
that
gives
me
a
great
thought
on
how
you
manage
I'll
call
it
that
pipeline,
and
it
is
interesting
to
know
it's
nice.
I
guess
it's
nice
to
see
that
companies
will
actually
spend
a
fair
amount
of
effort
to
try
to
look
out
the
other
direction
and
say
who's
out
there
in
a
sense
who
are
we
interested
in
who
do
we
want
to
follow
up
with
not
just
individually,
but
you
know,
potentially,
as
you
pointed
out,
organizations
like
certain
colleges,
certain
places
I
might
go
to
try
to
fill
those
intern
programs.
B
E
I
think
for
us,
it's
different,
obviously
the
way
jody
and
richard
would
find
someone
I
mean
especially
right
now,
it's
about
their
brand
and
what
they're
selling
and
why
you
would
want
to
join
for,
and
I
feel
like
for
both
companies.
I
know
them
very
well,
like
there's
a
reason
to
join
for
us
to
build
a
pipeline.
I
mean
we
have
a
database,
that's
50
years
old.
Now
we
have
millions
of
people
that
we've
had
relationships
with
people
who
have
worked
with
people
that
we're
familiar
with
in
this
network.
E
I've
been
in
boston
for
a
decade
doing
this,
like
with
that.
I
have
relationships
with
people
like
you,
jim
and
others,
in
the
space
that
I
want
to
help,
and
I
feel
like
really
having
a
relationship
in
a
relationship
driven
industry
just
like
what
I
do.
You
have
to
be
able
to
sort
through
keywords
and
buzz
word
searches,
that
a
lot
of
managers
do
and
tell
them.
Listen.
E
That's
not
how
you
find
good
people
like
you,
have
to
be
willing
to
put
the
time
in
especially
right
now
and
invest
in
someone
like
myself
to
go,
find
these
people
it's
hard.
This
is
hard.
It
takes
a
lot
of
work
and
takes
a
lot
of
networking,
and
I
mean
what
we're
doing
right
now.
I
think,
is
a
great
thing:
you're
putting
in
the
effort
and
you're
showing
that
you
care
about
something
a
lot
of
people
don't
sometimes
and
they
get
overlooked.
E
So
I
I
always
say
that
if
you're
going
to
try
and
build
out
a
pipeline
of
candidates
for
any
specific
requirement,
there's
probably
things
that
are
transferable.
I
placed
a
cyber
security
architect
three
weeks
ago,
someone
else
in
the
same
department's.
Looking
for
somebody,
I
had
three
people
that
interviewed
for
that
two
did
well.
One
got
the
job.
The
first
person
that
I'm
marketing
to
the
second
job
was
the
silver
medalist.
It's
like
hey.
E
This
person
did
great
for
your
colleague
and
it's
very
once
again,
relationship
driven
and
networking,
like
that's
that's
very
important
here,
so
you're
gonna
get
creative
and
I
feel
like
some
people,
don't
do
that
my
line
of
work
they
won't
put
in
the
time
to
do
that.
They
do
think
that
if
you
have
certain
amount
of
words
on
your
resume
it'll
fit
it
just
doesn't
people
people
want
someone,
that's
not
going
to
be
there
just
day,
one
to
fill
a
seat.
E
B
Yeah,
so
I
you
make
a
great
point,
you
know
I'll
say
and
I'm
reading
between
the
lines
like
I
like
to
do,
but
I'll
say
that
the
way
you
describe
it,
what
you're
showing
is
respect
for
the
the
client
who's
doing
the
hiring
you're
showing
respect
for
his
time,
because
what
you're
saying
is
I'm
not
gonna,
take
five
or
ten
resumes
and
throw
them
over
the
fence
and
say:
hey
here's
ten.
I
saw
that
job
description.
I
hope
one
lands.
It's!
No.
B
If
I
think
I
have
done
his
the
due
diligence
for
the
client,
then
I'm
going
to
say:
okay,
jim,
I
will
think
you
know
that
yeah
you're
a
candidate
I
can
put
you
in
the
pool,
but
I'm
not
going
to
just
throw
anybody
over
the
fence
to
get
that
job.
As
you
said,
you've
got
a
million
people
in
my
database,
of
which
probably
50
000
say
I'm
a
project
manager
and
I
could
easily
do
a
scan
and
say:
here's
50.
I'll,
send
you
50
names.
Why
don't
you
tell
me
who
you
want?
B
What
you've
done,
if
you
do,
that
is
you're
actually
abusing
the
client's
time
and
you're?
Probably
less
likely,
as
you
point
out,
to
be
able
to
have
a
solid
relationship
with
a
client
they're
not
going
to
come
back
next
time
and
say:
oh
yeah,
I'll,
take
drew's
phone
call
because
last
time
it
didn't
pan
out.
Well
so
you're
right.
You
have
to
be
very
careful
and
very
selective
in
a
sense
who
you
push
forward
and
how
you
help
the
candidate
get
there,
obviously,
which
is
really
a
different
approach.
B
B
I've
been
there
on
both
sides
of
this
one.
I've
been
the
guy
that
was
the
new
guy
coming
onto
a
team,
but
I've
also
in
a
sense
onboarded
people
on
my
side
of
the
fence,
who
are
new
to
my
team
and
I've
had
to
think
on
this
problem
in
both
ways,
and
so
I'll
say
the
best
person
I
ever
worked
for
as
a
manager
was
awesome,
he
had
a
model
and
he
would
say
his
his
model
as
a
manager
which
I
clearly
stole
from
him
was
just
to
think
about
carefully.
B
If
you
were
putting
a
team,
he
used
to
say
I'm
the
coach,
and
he
says
I
want
you
as
jody
said
earlier,
to
be
the
quarterback.
I
want
you
to
go
out
there
and
be
the
quarterback
of
the
team.
I
want
you
to
take
the
field,
and
I
want
you
guys
to
it's
on
your
team
to
win
the
game
so
to
speak,
but
he
goes.
B
I
don't
want
you
to
go
onto
the
field
if
I
haven't
done
my
homework
as
a
coach
to
properly
prepare
you
for
success,
so
what
he
and
it
was
really
a
great
model
because
he
would
say
he'd
say
to
me
and
he
would
do
it
to
anybody
to
work
for
him.
He
goes
look.
You
got
to
tell
me.
What
do
you
need
to
be
successful?
B
You
know
we
talked
about
what
the
assignment
is,
what
the
role
is,
what
you're
trying
to
get
done
now
that
we
agree
on
those
objectives
and
what
your
team's
responsibilities
are
going
to
be.
I
need
you
to
tell
me
what
you
need
to
be
successful,
and
so
it
was
that
negotiation.
He
would
literally
take
his
homework
assignments
and
do
them
so
when
I
think
about
the
first
90
days
of
getting
somebody
onto
a
team,
if
I'm
a
manager,
I'm
thinking
about
what
do
I
want
that
person
to
accomplish?
B
How
am
I
going
to
set
them
up
for
success?
The
reverse
of
it
is
I'm
the
guy
coming
into
a
new
team.
I'm
asking
myself.
I
need
to
understand
the
team
better,
how
I
can
help
the
team
as
a
whole,
not
just
try
to
learn
new
stuff,
which
is
important,
but
also
understand
in
a
sense
what
I
can
bring
to
the
team
how
the
team
works.
How
do
I
learn
to
be
a
part
of
that
team
effectively,
so
I
got
challenges
on
both
ends
so
richard
your
thoughts.
D
Yeah,
I
mean
obviously
we
have
a
when
when
we
haven't,
we
call
them
a
new
joiner.
When
we
have
a
new
joiner,
they
go
through
an
orientation
program,
but
then
one
of
the
things
that
we
do
very
quickly
as
they
come
into
the
practice
into
the
blockchain
and
multi-party
systems
practice.
Is
we
pair
them
up
with
a
buddy
because
of
the
fact
that
you
know
we
are
a
very
large
organization.
D
D
Secondly,
one
of
the
things
that
we
really
encourage
is
we
talked
about
networking
a
moment
ago
to
find
jobs
well
in
a
company
with
600
with
624
000
plus
employees,
you
also
have
to
network.
So
it's
about
networking
within
the
company.
Someone
told
me
when
I
first
got
here,
is
that
there's
an
expert
in
everything
at
accenture?
You
just
have
to
find
them,
and
so
that's
really
interesting
words
to
kind
of
live
by
to
make
sure
that
you
constantly
are
building
up
your
network
and
you
rely
upon
that
network
to
say.
D
Can
you
help
me
with
this,
or
do
you
know
somebody
that
knows
this
to
bring
them
in
when
we're
trying
to
do
solution
for
clients
and
then,
lastly,
you
know
be
inquisitive.
Listen
right!
You
have
two
ears
in
one
mouth,
so
do
it
in
that
order,
provide
inputs
and
ideas,
but
focus
on
the
client
need
is
at
the
center
of
defining
the
approach
and
drive
action.
So
it's
always
focused
on
you
know
the
objectives
that
we're
trying
to
drive
for
our
client.
B
In
fact,
when
I
used
to
talk
to
clients
the
thing
that
I
always
found
fascinating,
was
it
it's
nothing
to
go
into
a
client
and
ask
the
president
of
the
company
and
say
hey
help
me
understand
with
your
team?
What
you're
trying
to
do
right
help
and
then
help
me
understand
how
you
think
you
want
to
get
there.
Those
are
more
normal
questions.
In
fact,
usually
they'll
offer
those
up
right
away.
Saying:
hey
jim,
you
know
I
want
you
to
partner
with
us
help
us
do
it.
B
F
We
only
have
5
000
employees
and
you
have
about
2500,
you
know,
contractors
more
or
less,
but
they
are
not
included
in
some
of
our
onboarding,
but
we
do
have
buddy
system
as
well
and
there
are
a
lot
of
onboarding
activities
that
happen
for
all
new
joiners.
I
must
say
I
still
remember
mine.
Quite
you
know
quite
nicely
where.
C
F
But
we
do
a
variety
of
mentoring
programs,
both
peer
to
peer
same
level,
different
departments,
different
areas,
and
we
even
have
a
reverse
mentoring
program
at
dtcc.
So
you
could
be
in
a
senior
associate
and
mentor
someone
in
the
c-suite
because
they
need
some
help
in
some
act.
You
know
action
so
we're
trying
to
even
the
playing
field
and
allow
people
to
meet
as
often
as
possible.
Plus
we
rely
on
my
department
and
the
ergs.
F
We
do
a
variety
of
different
programs,
voices
of
inclusion,
different
issues
that
are
going
on
from
burnout
to
you
know
black
lives
matter,
depending
on
the
topic
of
the
of
the
moment
of
the
day
to
just
get
people
connected
and,
as
richard
was
saying,
networked
within
a
network
that
you
have
access
to
everyone's
email.
But
if
you
don't
use
it
or
there's
someone
you
need
to
reach
out
to
on
team.
F
So
getting
people
familiar
with
the
tools
that
can
help
you
do
better
at
your
job
and
do
better
as
your
as
you
develop
your
own
career.
We
have
a
whole
bunch
of
resources,
I'm
sure
similar
to
richard
of
you,
know,
learning
and
development
tools,
training,
executive
presence,
anything
that
you'd
want
and
learn.
We
have
it's
just.
Can
you
find
it
and
you
need
that
buddy
and
other
people
to
help
you
find
it
there's
things
now
that
I
can't
find
or
that
I
need
that.
F
I
know
who
you
have
to
eventually
know
who
to
go
to
to
get
something
done,
and
so
that's
kind
of
part
of
the
puzzle
and
the
fun
in
those
first
90
days
is
yes
you're.
Getting
your
work
done,
there's
probably
some
mandatory
things.
You
need
to
learn
for
your
company,
so
we
have
a
whole
bunch
of
compliance
stuff
that
you
must
go
through.
So
it's
getting
you
through
that.
F
That
first
month
is
probably
the
toughest
in
terms
of
like
you're
eating
from
a
fire
hose
of
information
of
stuff
that
you
possibly
don't
think
you'll
ever
use
and
then
it's
kind
of
like
going
to
college
all
over
and
then
things
even
out
in
that
next
30
days
and
in
that
last
of
the
90.
That's
that
first
quarter,
you
should
really
be
ready,
set
to
go
and
execute
on
what
your
actual
goals
are,
but
not
every
manager
is
created
equal.
F
So
sometimes
you
need
more
than
the
tools
that
we've
given
you.
So
you
can
rely
on
the
ergs.
You
can
rely
on
hr,
vps
and
other
people
which
are
hr
business
partners
to
help
you
kind
of
navigate.
What
else
you
might
need.
So
I
always
encourage
people
to
join
an
employee
resource
group
when
you
get
to
a
new
company
if
they
have
them
or
something
similar
that
can
help
make
a
company,
even
as
large
as
richards
and
as
small
as
mine,
a
little
bit
smaller
and
really
help
you
be
successful
and
be
noticed.
B
That's
actually
great,
so
I
think
it's
not
just
you
both
have
I'll
call
it
the
mentorship
or
the
buddy
programs
to
get
me
started,
which
is
great.
But
what
I
hear
is
you
go
beyond
that?
So
it's
not
like
I'm
I'm
joining
this
team.
Yes,
I
have
a
job.
Yes,
my
manager's
gonna
tell
me
what
he
wants
for
me.
B
B
The
other
thing
I
I
think,
and
I'm
thinking
both
of
your
companies
probably
do
it-
is
that
I
see
now
things
that
are
not
always
what
I
call
work
task
related
they're,
not
task
oriented
meetings,
so
I'm
familiar
with
going
to
a
team
for
a
scrum
meeting
or
whatever
it's
going
to
be,
but
in
many
cases
a
lot
of
these
companies
now
are
saying
wait.
A
second.
We
want
to
in
a
sense,
have
people
think
in
a
broader
context.
B
We
should
reuse
this
work
over
and
over,
instead
of
repeating
it
and
there's
so,
there's
an
efficiency
opportunity,
but
there's
also
a
benefit
for
everybody
personally
to
have
a
better
understanding
of
what
those
resources
are
within
a
company
for
sure
and
then
certainly
that
even
applies
to
clients
when
you're.
Looking
at
accenture
as
well
drew
your
thoughts.
E
I
don't
like
to
ever
overstep
as
far
as
the
type
of
communication,
because
I'm
used
to
the
consulting
side
of
things
where
what
I
used
to
do,
I
mean
before
kovu
would
sit
down
with
someone
and
their
manager
and
go
over
just
the
things
that
sometimes
aren't
brought
up
that
are
basic,
like
if
you're
not
available.
Who
can
they
report
to
for
time
cards
things
that
we
do?
If
you
can't
approve
it?
Who
can
they
go
to?
Who
can
we
consult
with
what
time
do
they
need
to
be
here?
E
What
time
do
they
need
to
be
signed
on
if
they're
ever
going
to
be
running
late?
What
is
the
just
a
lot
of
things
that
I
feel
like
are
unsaid,
sometimes,
and
especially
right
now
with
covet,
where
a
lot
of
remote
work
is
becoming
even
more
prevalent
than
it
ever
was
before,
and
will
continue
to
be
that
way,
a
communication
plan
has
to
be
put
in
place.
E
You
can't
leave
things
up
for
interpretation
because
that's
when
they
go
awry
in
the
first
90
days,
like
that's
the
make
or
break
like
you're
going
to
find
out
if
you
want
to
be
there
or
if
you
want
to
employ
these
people,
and
you
need
to
give
yourself
a
good
chance
to
really
figure
it
out.
If
this
makes
sense
from
a
rapport
standpoint,
do
they
follow?
E
Do
they
take
direction
well
standpoint,
and
just
if
this
meshes
well
with
what
your
short
and
long-term
desire
is
for
their
role
like
you
really
have
to
set
up
a
good
communication
plan
and
I'm
always
willing
to
help
just
because
sometimes
people
don't
have
that
as
part
of
the
process.
It
seems
like
for
the
people
that
just
spoke.
I
mean
they
clearly
do
and
that's
great,
but
not
everyone
does
so.
E
I
try
to
have
a
relationship
on
both
sides,
so
they
feel
like
they
can
confide
in
you
too,
especially
for
contract
work
where
sometimes,
maybe
it's
a
hard
to
find
skill
set,
but
this
person
isn't
the
right
fit
if
we
feel
like
we're
we're
in
the
know-
and
we
want
to
help
address
these
things
as
it's
going
on,
people
will
adjust
they'll
realize
like
listen.
We
want
to
make
it
work
with
one
another.
B
The
biggest
thing
is
that,
as
you
point
out,
you
can
listen
to
richard
and
jody
talk,
and
it's
the
same
with
a
lot
of
other
companies
to
to
try
to
fill
jobs
is
not
cheap.
It
takes
a
lot
of
time,
a
lot
of
money,
it's
an
expensive
thing
and
if
you've
hired
poorly
and
you
in
a
sense,
can't
in
a
sense
get
alcohol
at
the
right
fit.
If
you
can't
work
on
that
together
and
build
the
right
fit,
it's
an
expensive
thing
to
have
to
restart
to
refill
those
positions
for
sure.
That's
also.
B
The
worst
case
scenario
is
that
you
can't
move
forward
with
that
so
great
perspective.
So
that's
it
on
the
sad
questions
we
have
john
I'm
gonna
pick
on
john
carpenter,
who
has
been
kind
enough
to
look
at
the
chat
and
john.
I
want
to
ask
you:
are
there
questions?
We've
covered
a
lot
of
ground
with
the
three
experts
on
the
panel
tonight.
Do
you
have
some
specific
things
that
are
big
issues
that
we
haven't
talked
about,
that
you.
A
A
Where
john
gets
to
the
q
a,
I
just
want
to
point
out
a
resource
for
everybody.
This
is
the
learning
materials
working
group,
wiki
page,
which
is
open
to
the
public.
Why
I'm
pointing
it
out
is
that
we
have
bi-weekly
meetings
and
john-
and
I
are
the
chairs
of
the
group
where,
if
you
come
to
the
meeting,
we
will
introduce
you
to
the
community
of
hyperledger.
We
will
get.
You
pointed
in
the
right
direction
for
resources
and
we
will
show
you
things.
Our
homepage
has
information
on
the
giving
chain
project.
It
has
great
resources.
A
Here's
that
landscape
tool.
I
had
showed
you
earlier
here's
a
new
resource
for
presentations
that
the
special
interest
groups
have
done.
So,
if
you're
interested
in
our
special
interest
groups,
you
can
see
what
they
are
by
clicking
that
group
button
down.
Usually
it
works,
maybe
because
I'm
on
zoom
it's
not
working
but
it'll
list.
All
the
special
interest
groups,
click
on
their
home
page
read
about
what
they're
doing
please
voyeur
this
website.
We
want
you
to
look,
we
want
you
to
read.
We
want
you
to
take
our
meeting.
Information
is
right
on
on
the
front.
A
A
You
can
play
with
mini
fabric
there's
a
whole
resource,
but
one
of
the
things
at
the
bottom
of
this
page
always
are
those
links
to
those
education
programs.
Everybody
was
asking
about
in
the
chat,
so
if
you
want
to
take
a
beginner
class
again,
all
of
these
classes
are
offered
through
the
linux
foundation
and
edx.
A
If
you
want
to
get
a
certification
in
these
classes,
all
you
have
to
do
is
pay
for
the
exam.
So
all
the
classes
are
free.
Nothing
is
stopping
you
from
getting
this
education
and
again
consensus
academy
offers
the
same
thing
because
we
like
to
say
it
hyper
ledger.
We're
peanut,
butter
and
consensus.
Is
the
jelly
so
go?
Learn
about
bae
su
learn
about
our
connectors,
we're
working
very
closely
with
them.
Here's
links
to
their
educational
programs.
A
B
B
All
right
do
it
again:
it
doesn't
hurt
to
repeat
good
things
and
I'll
say
the
same
thing.
I
was
lucky
tonight,
because
I've
had
three
great
panelists
that
all
brought
different
perspectives.
So
I
really
can't
thank
each
of
you,
richard
jody
and
drew
for
what
you've
added
to
our
discussion
tonight.
It's
been
a
honestly,
a
very
different,
very
wonderful
discussion
panel
because
of
what
you
each
brought
to
the
table
that
I
haven't
had
before.
B
So
that
said,
if
you
guys
want
to
drop
links
in
too,
what's
going
to
happen,
this
thing
is
being
live
streamed
on
youtube
and
we're
going
to
wind
up
with
you
can
go
out
to
youtube
you'll,
be
able
to
get
the
we're
going
to
post
the
link
to
the
youtube
site
as
well
on
the
hyperledger
stuff
and
bc
employee.
So
you
can
go
see
the
video,
but
there
are
also
the
chat
that
we're
doing
as
well.
B
If
you've
asked
questions
in
the
chat,
if
you're
looking
at
these
links,
that'll
be
in
the
chat
as
well,
so
in
a
sense
everybody
who's
attended
will
easily
be
able
to
call
it
follow
up
and
get
the
information
from
this
as
well.
So
with
that
said,
john,
let
me
turn
it
over
to
you
and
see
if
we've
got
a
couple
of
key
questions
that
haven't
been
answered,
that
we
want
to
close
out.
C
On
yeah,
so
I've
been
going
through
and
really
dealing
with
all
the
different
questions
that
have
come
through
the
chat
and
I'm
amazed
at
just
a
good
volume
of
questions
and
engagement.
We've
been
getting
in
the
chat,
so
I
think
some
of
the
key
takeaways
that
I've
seen
is
basically
one
is
a
lot
of
reskilling.
C
So,
basically,
if
we're
looking
at,
you
know
people
that
are
coming
into
the
blockchain
space
they
may
have
not
had
you
know
experience
as
a
developer
or
they
may
have
had.
You
know
other
experience,
that's
unrelated
to
blockchain
and
how
do
they
really
engage
and
start
to
work
with
a
company?
That's
hiring
knowing
that
they
want
to.
You,
know,
they're,
excited
about
and
want
to
get
engaged
with.
Blockchain.
I
think
that's
one
of
the
first
key
questions,
and
maybe
I'll
just
throw
it
out
to
the
three
panelists
and
see
what
are
your
thoughts
around
that.
E
I
think
that
I
think
it's
you
have
to
realize.
You
can't
go
back
and
change
your
career
you're
not
going
to
be
able
to
add
years
of
experience.
Other
people
have
but
you're
going
to
start
from
the
beginning,
whether
it
be
some
of
the
certifications
and
the
class
work
that
you
can
do,
that
bobby
had
just
brought
up
or
one
of
the
other
courses
that
you
can
find
online.
F
I
was
gonna
say
he's
really
right
on
target.
At
least
you
know
if
you're
making
a
career
shift
most
of
the
role
open
roles
that
we
have
are
at
the
lower
end
of
our
house,
so
we're
looking
for
you
know.
We
have
probably
one
to
three
years
of
experience.
Roles
are
the
majority
our
associates,
our
analysts.
F
Those
roles
are
not
requiring
you
to
know
everything,
and
we
would
actually
prefer
you
not
because
then
you,
you
know
what
you've
learned
you
kind
of
can't
unlearn
right.
So
there's
other
things.
There's
going
to
be
some
basics
that
you
need
to
know,
but
you
know
you
can
be
young
and
starting
out
and
still
only
one
to
three
years
of
experience
in
this
space.
You
can
also
be
making
a
career
shift
or
a
sector
shift
and
having
work,
experience
and
being
in
the
work
environment.
F
Now
that
we
are
mostly
remote,
although
going
back
to
hybrid,
will
be
also
of
value,
because
they
know
that
you
know
how
to
work
right
and
then
this
is
something
new.
We
will
continue
any
company
who
wants.
They
know
that
you're
gonna
have
to
continuously
train
you.
So
don't
also
be
over
certified
like
you,
want
some
certifications,
but
don't
go
crazy
with
those
either
that's
just
like
applying
to
20
jobs
is
having
20
certifications
that
you
may
or
may
not
use
so
choose
the
ones
that
are
really
going
to
serve.
D
Yeah
yeah,
I
would
add,
yeah
go
ahead.
Richard
yes
could
say
I
would
add,
embrace
your
experience,
and
so
when
I
first
joined
accenture,
I
was
looking
across
at
my
fridge
and
trying
to
figure
out
how
to
order
milk
and
pay
for
it
and
the
economics
of
things
like
debit
cards.
Just
aren't
really
sought,
for
you
know
those
types
of
micro
payments,
and
so
I
started
looking
at
bitcoin
and
I
decided
this
was
back
in
very
late
2014.
D
I
would
read
everything
I
possibly
could
for
a
week
on
on
bitcoin
and
I
realized
halfway
through
the
week
that
bitcoin
wasn't
the
innovation.
It
was
blockchain
and
fundamentally
we
had
a
completely
different
way
to
manage
data
across
different
parties.
When
I,
when
I
made
that
epiphany,
I
saw
the
use
cases
everywhere
and
literally
said
to
my
practice-
lead
we're
starting
a
blockchain
practice
today,
because
it's
going
to
change
the
world
so
embrace
your
experience,
because
if
I
didn't
understand
payments
I
wouldn't
have
had
that
epiphany.
That
day.
B
You're
right,
you
bring
your
experience
and
look
at
the
new
opportunity
together
and
see
what
you
come
up
with
creatively
jody
and
richard.
You
both
made
the
point
earlier
too
that,
like
you,
said
jody,
you
don't
want
to
be
worried
about
becoming
the
best
python
programmer
that
ever
existed.
That's
not
the
key.
You
said
that
you're
right,
but
the
thing
that's
interesting
is
not
only
do
you
carry
in
your
experience?
B
I
actually
tried
to
understand
what
they're
doing
and
see
what
the
business
is
about
as
well
and,
as
richard
said,
if
you
marry
the
two
you're,
probably
going
to
come
up
with
some
creative
ideas
to
put
on
the
table,
at
least
that'll
make
sense
in
an
interview
process.
If
nothing
else
so
john
anything
else
that
you
saw.
C
I
think
the
other
thing
that
I
thought
was
interesting
is
you
know.
We
talked
a
lot
about
great
opportunities
with
all
the
companies
for
internships,
and
so
I
know
you
know
that's
active
recruitment
at
the
university
level,
but
then
I
had
quite
a
number
of
people.
That
said
well,
you
know
I'm
an
older
job
applicant,
but
I'm
still
interested
in
an
internship.
F
F
How
now
both
have
about
a
10
male
population,
it
is
for
those
who've
had
a
break
in
their
career
for
whatever
reason,
so
you
can
be
early,
but
it
is
to
also
catapult
you
back
into
the
workforce.
We
have
a
non-technical
track,
which
I
guess
no
one
here
would
be
interested
in,
and
then
we
have
a
technical
track
for
the
non-technical.
It's
12
weeks
that
you
get
ongoing
coaching
along,
but
you
come,
you
are
hired,
but
within
those
12
weeks
we
and
you
would
decide
whether
or
not
you
want
to
stay.
F
So
it's
a
blessed
release,
so
you
might
not
like
dtcc,
although
you
just
got
all
this
training
for
12
weeks
and
decide,
you
don't
want
to
stay
and
we
can
also
decide
the
same
thing.
But
during
that
you
are
actually
taking
on
a
role
to
really
work
at
our
place
and
the
advantage
of
being
older
or
more
seasoned
is
the
fact
that
you've
had
some
work.
Experience
versus
a
student
who
has
you
know
lots
of
great
skills
and
talents
too,
but
has
not
put
it
all
into
effort
in
the
same
vein.
F
So
we
do
have
programs
like
that
and
we're
not
age
discriminatory,
so
you
can
still
apply
for
a
role
as
an
older,
more
seasoned
professional
for
something
that
might
not
be
at
the
level
that
you
are
now
in
what
you
do
to
make
that
shift
to
tech.
So
that's
the
only
opportunity
in
terms
of
this.
We
have
a
few
other
programs
with
year
up
and
some
others
so
definitely
take
a
look
at
our
website,
there's
quite
a
few
programs
and
ways
to
enter
as
a
more
seasoned
professional
as
a
fellow
or
intern.
B
C
The
other
thing
I'll
just
bring
up
that,
I
think,
was
a
you
know
constant
in
the
chat,
was
around.
What
is
the
best
way
to
really
get
your
networking
done
in
today's
environment
to
engage
with
the
blockchain
space?
So
maybe
we
can
talk
just
a
little
bit
about
networking
and
avenues
and
channels
that
you
think
would
be
helpful.
E
I've
seen
a
ton
of
invites
come
to
my
linkedin,
just
in
the
short
time
that
I've
been
speaking
here
like
connect
with
each
other
help
help
each
other
connect
with
one
another.
Every
time
you
connect
to
someone
like
you're
opening
up
your
network
to
be
able
to
do
what
just
the
example
I'd
given
before
hey
I'm
applying
to
this
job.
Here
this
person
we
know
one
another.
Is
there
any
way
we
can
set
up
a
few
minutes
to
talk
to
each
other?
Those
are
the
things
that
stand
out.
E
You
don't
want
to
badger
someone,
and
it's
kind
of
like
the
same
example
that
jody
was
given
about
don't
over
certify
yourself,
don't
overdo
it
to
try
and
get
in
front
of
them.
But
what's
your
elevator
pitch
like
hey
here's,
a
linkedin
message,
there's
a
reason:
it's
200
characters
when
you
connect
with
someone.
This
is
what
we
share
in
common.
This
is
why
I
want
to
connect
with
you
like
help
yourself.
It's
a
numbers
game
from
a
networking
perspective.
E
D
I
I
think,
also
the
the
fact
that
you
know
both
with
covedon
because
of
the
fact
that
we're
talking
about
technology
more
and
more
of
this
is
online,
and
so
the
ability
to
actually
you
know,
join
a
group
for
15
20
minutes
in
between
a
couple
of
calls
that
you
have
it's
far
easier
than
it
was.
You
know
two
three
years
ago,
even
where
you
had
to
you
know
you
had
to
drive
somewhere
or
you
had
to
be
at
a
conference.
D
B
Yeah
great
point:
there
are
many
more
ways
to
connect
now
and
it's
a
lot
easier,
especially
with
the
newer
technologies
that
are
matured
than
it
was
in
the
past.
You
know
it
used
to
be,
as
you
say,
get
in
a
car
and
go
somewhere
and
and
that
even
gets
back
into
the
whole
I'll
call
it
pandemic
impact
on
the
rethinking
the
way
we
work
together.
Now,
all
of
a
sudden
every
goes
wait.
A
minute.
B
We've
got
to
find
better
ways
to
connect
faster
and
we
can't
be
going
back
to
what
I
call
the
old
travel
models
as
much.
There's
still
reason
to
do
that.
You
know,
as
jody
said,
the
hybrid
model
is
coming
back,
but
it's
not
the
same
model
that
we
had
before
it's
at
best,
a
hybrid
model
in
many
cases
at
this
point
for
sure.
So
let
me
anything
else,
john,
that
jumps
out
or
have
we
hit
the
main
topics
that
you
see.
C
B
D
F
B
E
E
So
if
I
can
help
you,
if
you're
connected
with
someone
that
I
am
and
you
see
that
we
have
that
mutual
connection,
let
me
know
I'll,
try
and
help
you
where
I
can
and
I'll
see
if
we
can
find
something
for
you
between
our
company
or
anywhere
else
like
there's
a
lot
of
job
out
there
there's
a
lot
of
opportunity.
I
would
prefer
this
market
any
day
of
the
week
to
any
different
kind.
E
It's
piping,
hot,
and
it's
easy
for
me
to
grab
the
attention
of
a
manager
even
for
someone
who's
transitioning
into
a
new
line
of
work.
I
just
placed
three
college
grads
in
the
last
24
hours,
who
are
going
to
be
doing
some
work,
that's
going
to
add
to
their
resume,
build
up
their
repertoire,
things
that
we
were
talking
about,
build
your
skill
set.
Think
about
it
as
why
would
someone
want
to
respond
or
why
would
someone
want
to
hire
you
help
yourself
so
help
yourself?
Send
me
a
connection.
E
B
Well,
thank
you
again
to
the
panelists.
I
want
to
thank
everybody
who
attended
tonight.
I
saw
that
there
was
a
high
level
of
engagement
and
hopefully
you
found
it
valuable
both
in
the
presentation
and
that
it's
going
to
help
you
afterward
as
well.
Obviously
this
is
going
to
be
out
on
youtube.
There
will
have
a
transcript
out
there
as
well,
and
then
we
already
have
you'll
get
to
look
at
the
transcripts,
see
all
the
links
that
bobby
already
had
given
you
before
about
different
ways
to
get
started
both
on
education
experience.
B
You
know
in
the
giving
chain
and
other
volunteer
projects
if
you're
not
already
working
in
the
space.
So
once
again,
I
want
to
thank
everybody.
It's
been
a
great
great
session
tonight
and
wish
you
all
the
best
of
luck,
and
you
know
we
have
two
other
series
and
the
program
coming
up
as
well
session
three
in
session
four
to
follow
this
so
encourage
you
to
come
back
for
both
of
those
bobby
any
closing
thoughts.
On
your
end.