All Episodes

September 6, 2022 33 mins

Oladosu Teyibo is the Founder and CEO of Analog Teams, which connects talented people from underrepresented backgrounds with tech companies looking to build digital products

On this episode, Oladosu speaks with AfroTech's Will Lucas building technology on the Continent, as well as keys to outsourcing, properly valuing International tech expertise, and how to build a VC back-able startup that uses outsourced talent.

Follow Will Lucas on Instagram at @willlucas

Learn more at AfroTech.com https://instagram.com/afro.tech

Learn more about your ad-choices at https://www.iheartpodcastnetwork.com

 

See omnystudio.com/listener for privacy information.

Mark as Played
Transcript

Episode Transcript

Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Afro Tech is back in Austin, Texas this November is
the place for all things black tech and web three.
The in person afro Tech Conference experience is bridging the
worlds of afro technologists, innovators, investors, corporations, musicians, and everyone
in between. So pull up, grabb your crew, and graff
of tickets and join this at the largest black professional

(00:20):
conference of the year. This experienced the afro tech dot
Com learn more. I'm will Lucas. This is black tech,
Green money. I'm gonna get you to see some of
the biggest names, some of the brightest minds, and brilliant ideas.
If your black, in building or simply using tech to

(00:41):
secure your back, this podcast is for you. All it
those your Tiebo is founder Analog Teams, which connects talent
from people and underrepresented backgrounds with tech companies looking to
build digital products and log teams on connecting African engineers,

(01:02):
which start a space in the States, and his company
is betting on the idea that others will begin sourcing
talent from Africa the same way we outsourced to India.
As all of those who bother the common misperceptions that
exist with outsourcing tech talent that prevail, such as security
risks and verification of skill. Some of the issues has

(01:23):
to deal with security UM data security, in particular having
you know, people across the world having access to you know, databases,
having access to codebases, etcetera, UM and not knowing exactly
how they can get a lock on their information. A
lot of the times, when you hire someone in the US,

(01:44):
you have their you know, you send them a laptop,
you're able to secure the laptop, etcetera. But when utilizing
tallenge across the pond, UM you're not able to do
all of those things. So you have to have a
level of trust UM that you may not have if
you've never worked with an out sourcing partner. UM likely
UM as also what you said about UM just ensuring

(02:05):
qualifying them ensuring that they can actually deliver UM. A
lot of times you may find UM that someone has
used outsourcing in the in the past and haven't had
the best experience, and so them wanted to dive back
into this outsourcing model is not always the greatest. Lastly,
on that point, UM developers are actually an asset to

(02:28):
a company. That's why when you see all these companies
closing their doors or UM they keep their developers or
sell their developers to another company because they're actually an
intellectual property property UM. So that's some of the issues
when it comes to Africa in particular. People have never
just worked with Africans, right, They've worked maybe a potential
with Indians or UM people in the UK or Ukraine,

(02:52):
but they've never worked with Africans before, and so when
they're they're getting this opportunity to work with Africans, they're
usually in shot and all one that they're able to
communicate at levels they've never been able to before. UM.
The level of genius and intelligence that they meet with
the people, specifically from analog with the people we've worked

(03:12):
with UM, that usually blows their minds, so that once
they've had that experience, then they're more likely to open
up more. Usually all of our clients, when they've met
one or two of our people, they end up asking
for three, four or five more people to work with them.
I want to get before I talk about, you know,
the other implications. I want to talk about the security

(03:33):
that you just mentioned at the top of your response there,
and that is, you know, for big companies, you know
they have all sorts of security people working inside their
organizations that can make sure those databases are protected and etcetera.
But if I'm a startup and I'm just trying to
get you know, a beta version of my thing out,
and I'm a domestic startup, what can startups do? What

(03:55):
are some of the really cool things you've seen startups
do to trust and have confidence knowing that when I'm
sending something, whether it be to the continent or anywhere else,
to make sure that they're being safe. Yeah. So, UM,
there are locks and controls that you can have specifically
for your database that you can control who has access

(04:15):
and who doesn't. Um, you're able to even check the
activity as well. Um. I've also seen people who send
their their send laptops across the water to two different companies,
So that's also been something that we've we've worked on
as well. And then a lot of it just has
to do with the level of trust, right, just blind
faith believing that an individual that you've met, maybe spent

(04:37):
a little bit of time with, actually has your best
interests at hand. And then um, once you're able to
build that trust over a period of time, UM, you
can kind of just you you have you have a
sense of what this person is going to do with
your information. UM. But in when you're a startup, you
kind of have to balance that risk and reward, right,

(04:58):
so you do take this risks, but also, uh, it costs.
It's a little bit more affordable to have this person.
So yes, you may may potentially leak a little bit
of information, but at the same time you're able to
save money on your on your balance sheet, and you
just have to weigh that balance and make a decision
from there. I do know venture backed startups in particular,

(05:19):
UM do have to have that conversation with the people
that they work with, are are funded by, and that
understanding that hey, we are going to do this UM,
and it may cause us a certain level of risk,
but we believe that over a period of time this
will be more valuable than the risk that we're taking.
So I'm on the belief that you know, just being
black as value to your perspective. And so when you

(05:41):
think about sending technology, you know, to the continent to
be developed, what is this particular value proposition you can
position to potential partners so that when you're saying, hey,
you guys are doing this in India, you should really
be doing this on the continent because what Yeah, so

(06:02):
there's there's quite a few UM and I'd like to
say sometimes they are slightly intangible. But there are things
like the hours. The amount of hours. So I be
leave India from the US from East coast, time is
about twelve hours UM. But you don't usually working with
people in like uh in Africa are about the same
time as Europe in the UK, so if you're familiar

(06:22):
working with the UK, those hours are a little bit
more more familiar. On top of that, you have the
the degrees the a lot of US companies actually are
US universities actually have schools in Africa, right, so off
student schools in Africa, so you have students are familiar
with the way that the West does business. And then

(06:45):
lastly UM, once you meet the level of just the
hunger and the desire, that quality bar that is often
missed when utilizing UM talent in India that is used.
That's usually the complaint that I get is the quality level.
You actually find that that the quality drop does not
go down, it actually goes up. UM. For instance, we

(07:07):
have a lot of people who have masters in you know,
chemical engineering, mechanical gredgend and software development, et cetera. So
when you work with them, you find out that they
produced better work, longer hours, work harder, complain less than
the people who are actually on your real staff. So
talk to me about like why you know, we're very

(07:27):
familiar with sites like up work and fiber and these
other sites. Number one, what's the difference in working with
like an analog labs versus like an up work And
particularly when in your response, if you can talk about
how you rate and recommend people who have done work
with you before, so people coming later know that this
person I'm working with, you know, did this project for

(07:47):
this other guy or this other lady and they were successful. Yeah. Absolutely,
Upwards is like a connection platform, right. You find someone,
they've got a decent profile, you meet them, you work
with them. That's it. Upward doesn't necessarily provide that individual
with anything else, no support. The difference we're working with

(08:07):
analog is we're not about just a quick fix or
a quick person to find. We're actually talking about deep connections.
Um people who you end up working with for one year,
two years, and you see their growth and are part
of their growth, and they're a part of your growth
as well. Not only that, we support our team in
the back right, so we as as they're working with

(08:28):
you and showing up every day, they're still having regular
meetings with their leadership teams and ANALOG, ensuring that they
have everything they need to be successful, ensuring that they're
showing up at their as their best selves, and ensuring
that they also are accountable to a higher power as well.
So it's not necessarily just a quick connection and go
off and do your your own You have the support

(08:49):
of ANALOG behind you, ensuring that these people are standing
for a long time. Um. Not only that, as you mentioned,
are are the recommendations of the people that we have.
These are people that we've worked with. We actually keep
them on staff, We hire them full time. We ensure
that the projects that we have they're not just short
term projects. They're projects that we can keep the developer or.

(09:10):
We also work in recruiting, so the recruiters for a
long period of time, and that way they actually have
many projects under their belt. They've worked with many people,
they've worked internationally many times over and so by the
time they get they get to you, by the time
you've worked with them, for a year, they've you know,
we've we require additional learning behind right, We require them

(09:32):
to show up to certain events and meetings that will
propel their careers forward. So it's not just a stagnant thing.
It's their support. There's actual support from analog as well.
So if I'm hearing you correctly, the people who you
recruit to work on company excess, you know, startup, you're
also employing them to work on your stuff too, Is

(09:52):
that correct? Yes, when they're not on a contract, they
also they work internally. They work on projects internally so
that they they keep staying updated, They continue to work,
continue to elevate their skill set, so by the time
a new contract comes on, they're actually better than they
were before. I think it's genius. I think because you
get the people too, So I think it's fantastic. Man,

(10:20):
for sure. I mean I remember somebody because I live
in a place where you know, we don't have like
a lot of you know, technical depth, particularly computer science,
and where I'm from in Ohio, um and I was
talking to some folks who are out in the valley
and said, they're like, you know, you kind of have
to build your own talent when you're hiring for technical expertise,
you may not have the expertise in area, so you

(10:40):
have to develop and grow your own talent and teach
and that way you know the actual skills you need.
You can be UM instrumental in helping the people come
in earlier in their career to be able to fulfill
those things. So I think it's a brilliant move. I
think it's brilliant. Thank you. Yeah, So I want to
talk about, you know, because you just talked about this

(11:00):
like being really integrated with the companies that you're working
with and not just kind of like a one and
done contract. And I remember when I was in the
music business. Um, I remember a producer tell I'm going
to use an analogy. I remember a producer telling me
it's a lot easier to sell a song when it's
a complete song and not just a hot beat. Because
if I come to you with a hot beat, like
you're like, okay, that's that's a hot beat. Now I

(11:23):
got to go make a song around it. But if
I came with the beat and the lyrics, all you
gotta do is singer is going to booth and singing.
And so I wonder, you know, how does you bringing
the whole package and actually becoming integrated into a company,
being their technical department, you know what have you? How
does that help analog close more deals? Yeah? So the

(11:47):
beauty is that um, when people as mentioned, when they
when they meet us, and similar to what you said,
when they realize that we're a full package of a
full team, that the person has support behind that they know, um,
that the people with us have been with us for
a year, two years, etcetera. We can show their resume

(12:09):
and the portfolios. You can go online and see the
projects that they've worked with. When they experience that they understand,
as you mentioned, that they're getting not just a singular person.
You're getting a person who's showing up with an army
behind them. Uh. And so that you're you can be
sure that um, again, it's not just for today, it's

(12:31):
not just for tomorrow. But even let's say we have
to replace this individual, you understand that the people that
will come to replace that individual is also can pick
up where they left off. Right. They know where we
always are in communication with what you're working on, etcetera.
Obviously we make sure to draw the line of where
security lies, right, We ensure that if there's proprietary information

(12:53):
that that person is working on, we at Analog will
keep we will stay away from utilizing it or hearing
about it, but any thing that we're able to share,
especially when it comes to handing over, will make sure
that that's prepared so that when you get a new person, UM,
they're ready to go. So UM it's been really great,
especially UM in the realm of recruiting, especially in the

(13:13):
realm of software development. UM, they see that there is
so much more to be had, and then it also
lessens the fears of utilizing an outsourced team because they
know that they have the backing of Analog. So this
it's starting to make sense in my mind when when
you talked about upward versus like analog or fiber versus analog,
and if I'm correct, what you're saying is is you're

(13:36):
not just hiring SAM you know, from Analog, but you're
hiring Analog who's gonna bring all the machine with them
to help deploy against a particular technical issue at company X,
Y or Z. That correct, perfect, Yes, that's a perfect explanation,
all right. So when you think about that, you you
get not only the people who have been doing this

(13:58):
a while, but those people who are more experienced are
bringing along UM talent who maybe newer and has less
experience what they're learning as well. How early in a
person's technical journey do they qualify to be recruited by
a law M hmm. That's a good point. UM, it
really depends, uh, there is there. It depends one on

(14:19):
the client and what their needs are, and it also
depends on what we have available. We have people who
are senior, very senior, who've been working at a lot
of different companies who have a lot, you know, five
six up to hey years of experience UM in software development,
who worked on some major projects and worked internationally. UM.
We also have UM We've had an intern who came

(14:41):
to Analog on an internal project and was just an
intern while they were in school, and then once they graduated,
we actually hired them back train them up for another
six months and then they were on a contract. And
the company we were working on in this particular situation
was actually nervous of using a JR. But once I
explained to the person that the person I always called

(15:04):
this individual and in his Hannah my favorite developer. Even
though she didn't like me that much. I was always
pushing her, but she she's my favorite developer. UM. I
told them how hard working she was and just how
diligent of an individual she was, and so they gave
her a shot, and three to six months later they
were calling me like, do you have more? Like I

(15:26):
need more of this. So it really just depends I
I really I tried to do a mixture of the
qualities and characteristics of the individual along with their technical
skill set, because I believe personally, UM, we always talk
about the unlimited potential of human beings. And if you're
a hard worker and someone who's diligent, then it doesn't

(15:46):
matter what task I put up in front of you,
You're going to be able to handle it. I just
need to give you time and the proper tool set.
And so if you're looking for someone who just needs
to be hard working, diligent, you know, drive shows up
on time, UM and really has a great technical skill
set and can climb this mountain, we have the right
people for you, and so I'll place them on that project.

(16:08):
You know. I wonder if like working for a company
like Analog actually helps you retain people longer because they're
not having to go to the same office to do
the same project, you know, for a long period of time,
but they get the chance to bounce around and get
experiences of things that you know, no day is the same,
you know, and so many respects. Can you talk about
how having somebody who maybe in between contracts, you know,

(16:32):
externally the Analog gets to work on Analog stuff, then
they're back on the contract for company. Why then you
know they semi done with that, then they get the
bounce over the company. W like, can you talk about
the myriad of experiences people get to have and how
that helps them stay engaged. Yeah. So one of the
favorite things I love about Analog is that we're a

(16:53):
learning company. Just as you said, we actually say we
grow three years every six months. So every six months
we expect people to have just been phenomenally further than
they were when they started. And so this comes in
a variety of ways, challenging projects, different things that we
throw at individuals, different looks. And I'll give a specific example. Um,

(17:17):
we had someone who came in as an engineer. She
had her name is Noma Google. She had a chemical
engineering uh masters masters in chemical engineering, and she ended
up becoming a recruiter for one of these projects. Right,
so we went from an engineer to recruiter. Was just
one of the projects I needed someone like I mentioned,

(17:38):
I just needed a diligent individual who knew how to
perform at a high level placed on the contract um.
Within a year, that contract had had blown up from
just this one individual to literally fifteen people from Analog
working at that company. And she went from an engineer

(17:58):
to a recruiter, to a lead recruiter and so and
leaving that entire team having almost twenty people under her
internal and external um. So that that is part of
the importance, right, And and a lot of times it
comes with very you know, very serious conversations. Hey, I
know this is where your career is headed, this is
what you wanted to work on. Here's what I have

(18:20):
before you in front of you. If you perform here,
here's where your career could go. Right. And if they
buy in and have that level of buying, then they're
very adamant about delivering. And yes, absolutely, we we have
people who love to stay at Analog, love to be
with this because just the experience is vastly different than

(18:40):
anything that would get anywhere else. You don't sit and
just do the same thing for two years and you're like,
I haven't learned. You're constantly getting different information. We have
people who you might just do a side project on
the weekends, right just to keep you strong and keep
you growing. So we always make sure that people are
constantly learning all the way up to my off as CEO,

(19:00):
constantly finding ways that I can improve, learn grow my
skill sets, and find myself in different positions as well.
Talk to people the variety of experienced people you're able
to recruit, for instance, like, you know, if I'm not
just building you know, a new software, but what if
I'm building hardware tech hardware? What if I'm gonna build

(19:21):
a new drone technology? Is this the kind of people
that you can help, you know, place in a company
like mine? Absolutely? Absolutely. In fact, Um, that engineer that
I mentioned was my favorite. Um she was actually a
She had a master's in electrical engineering, electrical engineering with

(19:42):
the monor and like mechanical engineering as well, had worked
already on embedded systems and internal prom I'll something like robotics, etcetera.
But yes, we do have people who work on hardware,
who work on on you know, the actual um, excuse me,
some of like the deeper technologies as well. So we've

(20:05):
had machine learning engineers, um AI engineers as well, so
we can I mean, the beautiful thing about the continent
is that it's fifty four different countries, over a billion people,
and it has the youngest population in the world and
and growing at it at its fastest rate. We're graduating,
you know, hundreds of thousands of of engineers a year.

(20:27):
The statistics as by that half of every high school
student that graduates in the entire world will be African.
And so this where the pool of talent is uniquely
large and has so many different skill sets that we
can pull from so many different countries that literally any
need can be filled. There was an article I was

(20:50):
reading where you were interviewed and you had this quote
that I thought was really interesting. You said, there's not
a pipeline issue or a knowledge gap. Is just about
providing opportunities and looking for the gems that are in
the rough. And so often when we think about when
companies say, you know, there's a pipeline issue here, domestically, um,
that's an issue we domestic black people, you know, have

(21:13):
have to overcome. And so now you're trying to do
this and get them to hire you know, um, black
people on the continent, Africans on the continent. Does that
mean it's doubly hard for you? Yeah? Yes, right, the
simple the simple answer is yes, Um, the difficult answer.

(21:36):
As recruiters, as I mentioned, we do a lot of recruiting,
We do a lot of recruiting in the US as
well for like us in it as well. Um, it
is exactly that. And sometimes I have to have conversations
with these you know CEOs of companies and startups that
if you actually care about diversity and inclusion, sometimes you
don't have to lower your requirements. You have to change them. Right.

(22:00):
If you're looking for the person from an IVY League
and they have to have this year's experience as you
know at Google or etcetera, Well just look at the mathematics, right,
I think one percent of all technologists in like Silicon
Valley is like are black? Like one percent? Okay? Will
you take that one percent and you say how many
of them graduated from an IVY League school? Well, let's

(22:21):
say it's that one percent, And then you say how
many have been working for five, six, or ten years
of experience? And you get an even a smaller number.
And so this this pipeline issue, it has to deal
more with where are you looking and what are your requirements?
So I also have often have the conversation is sometimes

(22:41):
you're looking for quality of a candidate. Sometimes you just
need to groom an individual who has the capacity. Maybe
they've worked at an assent. Sure there's not an ad
for them at an essential or you know a small
a big firm, but you they have this hunger and
desire that when you bring them into this startup, they

(23:01):
will excel and in a year or two you'll find
them as a leader in your company. You just have
to change what you're looking for and you'll still get
the quality outcome that you look that you expect. I wonder,
you know, because you've been bootstrapping for a long time,
and I wonder if it's either of these two reasons
why you bootstrap. Either you know, you went to all

(23:23):
the places and they said, now we don't see it,
and so you decide, you know what, we got something
here and we're gonna do this. Or you said there's
no need to boot there's no need to get outside investment.
Can you talk to me about your logic behind continuing
to do this on your own money. Yeah, it was
mainly the second part, right, Um, if you really think,

(23:44):
what I often say is the issue with venture capitalist
a two part issue. One is the again similar to
the pipeline issue, the criteria that people are utilizing to
find startups. But the second from our perspective is the
fact that I also I often talk to black founders
of start um entrepreneurs and I say, how many people
in your network have raised over a million dollars in funding?

(24:06):
No one raises their hand, So we don't even have
that network or even understand. I can't even pick anyone's
brain to say, how did you do it right? It's
not even in my network. So when we started out,
we said, why do things that we have no clue
about and don't understand. We have a little bit of
money in here, let's all pull it together. We put
all of our money together for about two years, and

(24:26):
then that's when we started the product. We did planning
and and pulling our money for two years, and then
we started our started our journey, and the idea was, well,
if we can just do it on our own, we
don't have to try to fit into this small amount
of people that exist that are getting funded. We can
actually just do it on our own and instead of
knocking on the door and begging to be let in,

(24:47):
we'll wait until they beg us right, We'll build it
until they say, hey, you have something amazing, can we
put our money into it? And then we'll decide if
we would like to or not. And until then, we've
continued to bootstra up and we've gotten to a place
where we've been able to build our team, we've been
able to expand we're here in the US where um,
as you mentioned, where seven African countries, Nigeria, Ghana, Kenya,

(25:10):
South Africa, Zimbabwe, we have people in the UK, Switzerland,
um Lebanon. We actually had an intern from Hong Kong.
So we've we've literally crossed the waters and so many
different capacities just by saying let's do it on our
own might and when we're ready and when they come
knocking at our door, we'll let them in. And so
let's say I'm building a startup that I ultimately want,

(25:33):
you know, to go to one of the big firms
and get you know, some some investor capital into this thing. Um,
but I'm using outsourced talent. Can you talk about is
it is it possible to build a venture backable company
with talent that I don't have under my banner. That's

(25:54):
a good question. It is definitely possible to get you
to a certain point and then instead of it being
your entire team, they become a connection to what you
have internally. Again, as I measured earlier, developers are actually
seen as an asset. They're seen as an intellectual property
for a company. So eventually you will need to have

(26:16):
some people on staff, You will need to have your
own developers in house. But also we do a conversion
as well. So this person has been working with you
for a year or two, there's an opportunity for you
to just say, yes, this person actually is not outsourced.
They just are remote in a different country, which the
pandemic has been very open to and it has you know,

(26:37):
it's an actual common practice as well. So there is
that opportunity, and the easiest way to get to that
venture backed moment to actually building that product is keeping
your costs low and still getting great talent. So outsourcing
is that can all can sometimes be your best option
and best opportunity. So let's talk about that the cost things.

(26:58):
So when you talk about the reason people go to
India is a lot less expensive. Um. And but I
don't want to position just because we're black, we can
be cheap too, like right, but so talk about why UM.
Talk about the value from just the monetary perspective and
how how does it stack up and what should our

(27:20):
thinking be regarding what we pay expertise. Yeah, I love
that we actually started with the idea of like, we're
cheap and then we said no, we're not because of
how great we deliver. There's no need to be cheap, right,
we actually deliver a great quality product. We actually have

(27:41):
the best talent. I compare my talent against anyone from
Silicone Valley, and I promise you ten times out of
ten will we will come out ahead. I'm not afraid
of that. You can put me to the test. I'll
prove it time and time again. I'll bet on my
people a million times over. So it's not really about however,
I'll just be honest as well. From the monetary perspective,

(28:03):
the cost of living is lower in our country, right,
but we also like to pay top dollars, so no
matter what, it will be cheaper right, I'm not gonna
charge you the same. You know, the three years as
a recruited three years experience UM for a developer in
the US is a d K or something like that
base level. Right, We won't charge you that. It's it
comes out to be thirty two sixty sorry thirty to

(28:27):
cheaper than that price. However, the value you get is
far beyond. We don't our people don't complain, right, you
don't need to have the coffee and the being bands
and all these extra things. We don't do all that.
We tell them, wake up today, work hard, because what
we're trying to do is prove that we are the
best in the world. Improving we're the best in the

(28:48):
world means showing up with your game face on every
single day. UM. And so the monetary thing is is
a bonus, but it is not what we're selling. We're
selling great X for tease and phenomenal delivery. There was
another code I read from you, UM, and you said this.
You said, the most important thing about building a business

(29:09):
is to be the last one standing. UM. The right
way to do that is to constantly innovate and unquote now,
and I wonder about that statement because you know one
thing I think about when building businesses. I'm not romantic
about business like, if the thing is working, is working.
If it's not, I do something else. And so I
wonder what your thoughts are on how you might have

(29:30):
had to pivot and if pivoting is something that you embrace,
if that's what the market says, or you just so
passionate about doing this thing that you're gonna, you know,
figure a way out to make the thing work, even
though you may be facing insurmountable you know, wind pressure. Yeah, one,
I appreciate you for doing all this research. That's great.

(29:50):
Uh uh, that that's exactly right. And the reason why
I mentioned a lot of of why we do recruiting,
that's not what we set out to do. We set
out mainly for development. We set out um to hired
software developers. But as I mentioned, early software developments and
intellectual property, so people actually don't like to outsource that offense.

(30:12):
So even when we have some projects in that category
that's not everyone's favorite thing to do, everyone wants to
bring it in house. They don't even actually want to
go to India anymore. They wanted on shore right here
in the US. And so we learned that and during
the pandemic we realized and after the pandemic, when we
were coming out of it, there was an uptake and hiring,

(30:33):
and we realized that recruiting was actually this niche area
in which people don't care where you are, where you're
recruiting from. They really just care can you get us
great talent? And if if I can get you, if
you're a startup in Silicon Valley and I can find
you someone in Silicon Valley and get you get them
into your company, I don't care where you are, right,
I just need you to help me connect me with
great talent. And so that's actually why we pivoted, and

(30:55):
majority of our projects and contracts are actually in recruiting
because that's where we found that the market would actually
accept us and and accept um. And so we what
we did was actually retrained, As I mentioned, we retrained
a lot of our engineers in recruiting. And so we
take that that really great understanding of tech, technology and

(31:17):
tech and that diligence of you know, being very technical,
and changed it and we're applied it to recruiting and
we found phenomenal success here. I mean, we worked with
some of you know, top fortunate companies. Some of the
top four tech companies we worked with, you may know
the fastest growing UM social media's we've worked with, fintech

(31:39):
companies we've worked with, so we've been able to find
that that niche and recruiting, which was a major pivot
for us UM. You know, it was hard for us
because we loved the engineering, We love the hardcore tech,
we love building products. But we found that the market
accepts us in a different regard and when it wasn't
working to the degree we expected to change course. Black

(32:20):
Tech Green Money's production of Black of the Afro Tech,
Black Effect podcast Network and i Heeart Media. It's produced
by Morgan Dubon and me Will Lucas, with additional production
supported by Love Beach and Rose McLucas. Special thank you
to Mike and Davis Vanessa Serrano. Learn more about my
guests and other technis, repence and innovators at afro tech

(32:40):
dot com. The video version of this episode will drop
to Black Tech Green Money on YouTube next week. So
tapping join your Black Tech Green Money, share us with somebody,
don't get your money. Peace and Love of
Advertise With Us

Popular Podcasts

Dateline NBC
Math & Magic: Stories from the Frontiers of Marketing with Bob Pittman

Math & Magic: Stories from the Frontiers of Marketing with Bob Pittman

How do the smartest marketers and business entrepreneurs cut through the noise? And how do they manage to do it again and again? It's a combination of math—the strategy and analytics—and magic, the creative spark. Join iHeartMedia Chairman and CEO Bob Pittman as he analyzes the Math and Magic of marketing—sitting down with today's most gifted disruptors and compelling storytellers.

Crime Junkie

Crime Junkie

If you can never get enough true crime... Congratulations, you’ve found your people.

Music, radio and podcasts, all free. Listen online or download the iHeart App.

Connect

© 2024 iHeartMedia, Inc.