Winemaker Meaghan Tardif discusses the challenges of hiring and managing employees within a small business.
How do we make a full-time job out of all the different tasks while avoiding burnout?
Meaghan Tardif, Senior Manager of Fabbioli Cellars discusses current marketing strategies for products as well as ideas for future marketing strategies.
What is the next magic product to catch the younger crowd’s attention that could also be a bridge to nurture and build a longtime wine lover?
Tessa Wolf, Head of Merchandising, Creative, and Brand, has been with the Framebridge since day one, and gone are the days of throwing ideas out into the market to see what sticks. Greater complexity has generated more factors to weigh and longer decision processes around development of new ideas. Ideas outside of the immediate scope pose an even greater challenge because while they may present an opportunity, the effort involved to create fit is often not worth the risk.
Should Framebridge consider expanding its product offering to include art prints?
In line with the ethos of the current paradigm of DevOps, ParkMyCloud continuously improves upon the ability to recommend and automate cost-saving practices. However, as automation takes hold across the industry, some DevOps roles may become obsolete. For Chris Parlette, director of cloud solutions, this means he must find a balance between accommodating customer needs under the current paradigm while preparing for the potential that the environment in which PMC is currently built to operate in may fundamentally change—and with it, customer expectations as well.
How can PMC become a more integral part of DevOps processes while at the same time securing their future in cloud services?
Written Case - The Cocoa Exchange: A Sweet Spot in the Supply Chain In May of 2017, Mars, Incorporated, the world’s largest chocolate company, announced the...
Managing a chaotic creative process and struggling with the operational balance of art vs. science.
Joe Raffa is an Executive Chef at ThinkFoodGroup, the restaurant group inspired by the creative leadership of Chef José Andrés and his Spanish culinary excellence. The development team is composed of very creative individuals who are not always the most organized. Joe wants to know how would you control the chaos of last minute ideas and changes? He shares a vignette from the Las Vegas grand opening of their China Poblano restaurant to illustrate the chaos; José likes to walk into the restaurant with his pink and blue highlighters, slashing menu items that do not work and demanding new ideas be implemented immediately - in this case, just 2 hours before the grand opening. How can the development team sustain this creative tension while still innovating their culinary products and maintaining the operational effectiveness to drive the bottom line?