Health Innovators
Health Innovators

Episode · 1 year ago

3 strategic approaches for weathering long-term and near term crisis w/ Farrukh Khan


Crises impact health innovators in all forms and fashion - including shifting nuances that have a very definite impact on pre and post-crisis strategies. 

Weathering the impact of a crisis sometimes requires creative long-term or short-term solutions to strategic approaches.

And, sometimes, entrepreneurs can focus so heavily on one strategic course, they may miss an emergent strategy or opportunity that could help them scale and get to market faster.

In today’s episode, Farrukh Khan, CEO and Founder of Inference Analytics, talks about his company’s use case pivot during the pandemic.

Using a platform they already had in place, Inference Analytics was able to expand their long-term solution while also offering a near-term solution for patients and healthcare providers.

Farrukh shares his strategies, insights, and advice on how to stay agile while pivoting and the importance of not letting core value proposition get too far out of sight.

Here are the show highlights:

  • Examples of long-term and near-term crisis impacts and solutions (6:13)
  • How to avoid “shelfware” solutions (8:13)
  • Learning how to recognize when to stay the course and when to pivot down a different path (16:13)
  • What is a “Camel Startup” and how do they function? (18:46)
  • How important is your support system as an entrepreneur? (24:51)
  • Two key reasons to pivot or enter a new market (29:39)

Guest Bio

Farrukh Khan is the founder and CEO of Inference Analytics, Inc. With over 20 years of experience in product management, strategy, and general management in the analytics space, he has held leadership roles in everything from early-stage startups to large fortune 500 enterprises - including Netezza and IBM. 

Farrukh earned his Master of Business Administration from the Kellogg School of Management of Northwestern University and his Bachelor of Science in Electrical Engineering from Columbia University.

If you’d like to follow up with Farrukh, or simply want more information about Inference Analytics, you can reach out to him at, on his website at, or via LinkedIn at Farrukh Khan

Welcome to Coiq, where you learn howhealth innovators maximize their success. I'm your host, Dr Roxy,founder of Legacy, DNA and international befth selling author ofhow health innovators maximize market success through handed conversationswith health innovators earlier doctors and influencers you'll learn how tobring your innovation from idea to start up to market domination, and now,let's jump into the latest episode of Coiq. Welcome back to the show coiqlisteners on today's episode, we have Frukan, who is the founder and CEO ofinference, analytics welcome to the show for Ruk. I Roxy Thank you forhaving me yeah, it's good to have you here, so I always like to start offwith having our guests share a little bit about their background and whatyou've been innovating these days, giving our listeners some context. Yes,so my background roxy is in the data and analytic space. So you know I goback. You know I'm dating myself a little bithere. I go back almost to the late s where, in terms of my first role in thedata space o an early stage employee at a company called informarica, whichbecame a a pretty large data, analytics company, a Diar Integration Company andthen also early stated, a company called micro strategy so worked veryclosely with the founders of both companies and then you know basicallystayed in that Dat and analytics world until my last actual job was with IBM through an acquisition. So I banacquired this company called Etiza, and I was part of that acquisition and- andI ended up running the Netiza business for distribution sector and and that actually became big datafor IBM, so IBM's acquisition led to the creation of what was called bigdata. At that point, that's my back now rigt, I'm somebody who's from the dataand analytic space. I've spent all my career understanding the differentnuances of how people interplay with data with a software associated withDeta and then also now, the you know, evolution of data right. So now you gofrom analytics or descriptive andadycs as people call it to now beenprescriptive right and leading into the term that we now use call artificialintelligence right. So I almost look at it ar the same jyraney hat. That's whatwe're doing now right. So I've gone from that background. Nd into now running this company called Infrencanalyrics, where we are focused on using data using a specificallyunstructured data for the use of improving care or caredelivery in healthcare right. So that's what the company does? It's all aboutunderstanding, UNDISS, unstructured data in health care MSO. When did youstart the company?...

So the company was started basically in two thousand and sixteen- and you know the first year and a half wasa fair bit of experimentation when I left IBM figuring out what is a rightmarket for us to play in. But after that point we found sort ofour beachhead right, which was we found that you know HealthcareSpecifically Radiology and health care had a lot of very valuable on structuredata, and so that was you could say from a pivote standpoint right. We wereexperimenting first and our first real pivit was when we decided we were goingto be a a company focused on onscructure dataand health care, specifically starting out with radiology. That makes sense, and so you know thepandemic that we're all living through has impacted. You know health,innovators, like yourself in different forms in fashion, so kind of help usunderstand. You know what was maybe some of the nuances or differencesbetween your precovid, trategy and kind of where you're going now yeah so torecklyit's, interesting right.We from a Aur Cork strategy was always focused onunderstanding text or what I label like the language of health care, a D- Andyou know using sort of next generation technology, AI and the term- is deep,learning right, machine learning, type technology to understand the languagethat is spoken in health care or specificall. The text that's written inhealthcare, meaning, you know understand, notes, understand,radiology report. So it's if you could look at us, as you know, very simply.The next generation of natural language processing, right NLP, is a term thatpeople may know mo so that o general approach does not change precovid ornow right. We werewere doing the same kind of focal type of technology, whichis next generation language generation kin of technology, but what has evolvedis obviously the use cases right an and so the use case we started out with isI mentioned- was very ridiology centric right. So we believe that radiologistswrite a ton of rediology reports, and there is a lot of improvements you canmake in that process to include improve the workflow of the radiologist thatdoesn't you know that has been there. We we've kind of created a solutionaround that and we have a go to market approach. For that what has evolved isthat you know one of the things we realizedwas that there were other opportunities that we've always kept. Oura ion thatwe wanted to build outside of Radiology, and some of those have become a littlemore apparent now right. So one of them was, for example, in the clinical notesarea where we wanted to develop a...

...general capability around pemcal notes,and so the big thing going on right now in the current climate is there are alot of you, know clinical trials or or vaccine trials right and there's thewhole process that that people and PHARMASCOUCO companies are goingthrough, and so our second use case became. You know, sort of obvious to usfrom the in the COVID crisis was that to focus it on a clinical trial relatedsolutions right. So that is one kind of change that we saw precovid voses nowthat we hadn't focused on it as much. But now that became a little bit moreof an obvious sort of area to look at Yeu ow. So that's that's one thing andthen the other is we actually develop some, so you could look at it as longterm and near Tim, covid impact long term impact is solution. Areas likethat became more obvious, the clinical notes, Aria and and some parts of itspecifially rated to drug development. The other thing that came up in from anear term perspective in the Covid, O or sort of in the postcovid R or in theclimate that werein right now was the fact that we actually we've developed. You know sort ofsolutions that we could give away to the market because we actually had aplatform to deal with them, meaning as an example. We actually developed asearch engine and it was it's a search enine. We allow anyone to use for free,called CNINETEEN, searchcom and the whole. I idea there is for people toactually go into that search engine and to be able to find published articlesrelated to covid right. The idea there is, you know, as opposed to doing keyword,searches. We do what we would call sort of deeper searches right. So you canlook at the semantics of what people are asking and not just look atindividual term. So you have a better chance of finding the right publishedcontent, not just any article. So we launched that as in Nearo terms or asolution, we said look, they may be a provider. There may be even consumersright who want to know more about specific situations related to Cobit,whether it's a certain condition or whether it's a certain treatmentpattern right or whether it's some pad some other sort of related informationthat they're searching for, and so that was a near term solution that we justbit, and it was very quick for us because we had the overall platformright. So I mean I'm giving you two flavors of how covid is affected, asone is sort of long term we're doing the drug kind of oriented play earlier,but then near term we actually did some solutions just because we thought Ey.We wanted to help and we could kind of use our current platform to do that. So so you know walk us through what that journey is like for you, as the founderof the company, and you know, leader of...

...the strategy of processing, thedifferent options or different paths you could take amidst of Covid andmaking sure that you know that you aren't pivoting towards a Covid centricsolution that may not be viable in the long term versus you know. Selectinguse cases that have some value and maybe can get new business and paincustomers. Now you know this short term versus longterm that you described. What is that decision making process like what wereyou wrestling with yeah so rockimy? It's obviously the like you like. Wewere talking right. I mean this there's an element of art to that right andit's not just your science fe Imean, so we do look at it from a scientific, rational perspective aswell. Right when we said look we're we are a bit of a deep technology.Company rigt I mean so we have Michael Founder. Is You know, he's a machine learning,Scien data, scientist, Hi Wis, part time, faculty e Unersity of Chicago, sowe have that we could say academic rigord to a lot of the work that you doin general yeah. When we approached this, we said: Look we're GOINNA, notjust be all over the place right, we're going to look at these two markets, and-and here are the sort of es a criteria we're going to use to prioritize right.So it wasn't like you know, one of the the challenges you have Ein working inthe Tech Company is that you never want to work on technology. Thatwill becomeshelfwere yeah, you Mak Right. Your Tam scientist will always tell you thatthey'r, like you know, their biggest fear, is that they work on somethingand then nobody ever uses it right, and so you almost have to go at it with H,a preconceived notion of look. We are doing this as an experiment right and-and this is our core- that we've already built in radiology, but thesetwo other markets were going to look at them as an experiment and evolved themwith that mindset to see which one truly bears fruit right, Yeh, yeah, andso that's almost where we set it up that way. So it's very priss to clearthat you know we don't put all your eggs in that basket, right, tokellingor or atteck team. Having said that, let's do a good job of digging in andunderstanding this, the Nuanceis off that specific vertical right, and so,for example, you know pharmarceoutical drugdevelopment area, there's a whole world of data science right I mean there's ahuge market where obviously, farmers and all kinds of organizations playinto it, and so you don't want to be reinventing the wheel and you have tofind whether there is a nitch that you could play in right and so the dynamicsof that is what we're still figuring out right and and the way I look at itis Iam a firm believer in findingstrategic partners at all of within healthcare. More so I feel thanany other market, because you know ther...

...certain pace of how things work inhealthcare and and so you need those levels right and so we've. What we're doing is a side from lookingat it from a tech and data and technology perspective, where yourscientist is trying to sae. He can. I do a more innovative way of doingsomething, for example in clinical trials. In addition to that, what I am winningis, can I find the right strategic partner in that particular VERDICOright and and is, do I have the relationships? Can I find an advisor ora partner to get me into conversations with the rightpeople, and so we're opportunistically looking at it in that way, rightknowing, well that these other efforts, one of them, may end up being shelfwareright, bubut we are going in with that mindset.Right soand. I think that that's really important. So we've talked about thisbefore you know there are you know, entrepreneurs out there that you know have go, go into the strategy developmentprocess with the mindset that they are going to build a single strategy, andthis is the strategy and they go out into the marketplace and th. Don'treally deviate right. I think you know health, innovators, actually allentrepreneurs, you know kind of beat over the head. With this baton of likefocus, focus focus, you know don't get distracted by theshiny new thing, because that's really easy, but you know, focus on you know, stay the course on yourstrategy when the reality is. Is that there's not going to be a perfectstrategy out of the gate? It needs to be an emergent strategy. So what you'redoing is you know not that your initial strategy was flawed, that you'reincapable it is that you are. You know going through the exact process as anentrepreneur and innovator that you should, which is finding product marketfit and not ignoring new opportunities that can help you scale and get tomarket faster, yeah and Rockis. That's you know that that's the like thatflexibility or that agility right to be able to kind of maneuver around andfind the right opportunity, there's a certain dynamic to that right.I mean you, can't you as an example. Sometimes you do get, you know hung upon okay. This is what we do, and this is how we DDO it and we need to justfocus on t and if you built that market, I think it's fair that you know. If youhave a certain track record and you believe that that's still going to bearound even in the current crisis, then I think it's fair to continue down thatbad, but I think the on the other hand there are in this climate I mean, and it's when Iwhen I say that you know there's a certain art to it, because you alsohave to be careful like and in how far... you go right. Yeah. What do you do?I mean I remember talking to this cro clinical research organiztion recently,because I put some time into like understanding the space outside ofRadiology right and so I'. I had a really good conversation with a guy.I'd met actually JP Morgan, interesting how the world is changed from Jav,Morgan, Wek Rade in January to where we are now. It's like a whole. Another world wholedifferent World Anin, and I make that point to my friend O, like we just hadthis meaning in Jampatyyeah or back Riinin and w met with someone, but thatthat conversation led to several meanings with the CRO. And you know it's interesting. You Wilyou're, presenting your case for Hay using AI and trying to figure out ifthere's an opportunity to party with someone, but you have to be carefulbecause sometimes someone who's not in your space, will come back and say hey.I want you to. I was in the hospital the other day, and I saw some otherapplication has nothing to do with what we do right and you almost have to wearthe conversation back and say: Okay, wait! A second right Y, looking Atyahas a different play. Having said that, there's only so far right off, you wantto go from your current pace, because that's your core valie propositionright, yeah, that's where the art kind of comes in, because sometimes you getpeople will keep guiding you to all kinds of things right and especiallyentrepreneur. If you're working at an early stage of a company you're goingto meet with early stage people and and they're going to be, you know, ve, verydynamic and they're thinking and they'll hiy. Oh, why don't we changethat and you should say well yeah somebody can change it, but that's notwhat we do right. We do this part of the problem in thi stroke. Is there hey it's doctor Roxy here with a quickbreak from the conversation? Are you trying to figure out what moves youneed to make to survive and thrive in the new covid economy? I want everyhealth innovator to find their most viable and profitable Tibic Strategi,which is why I created the covid proof. Your Business Tithikid, the pivotkit,is a step by step framework that helps you find your best tivid strategy. Itwalks you through six categories. You need to examine for a three hundred andsixty degree view of your business. I call them the six critical pivot lenses.As you make your way through this comprehensive kid, you'll be armed withthe tools, chips and strategies. You need to make sure you can pivot withspeed without missing out on critical details and opportunities, learn moreat legacy. Tythan DNACOM BACKSLA kid so so that is so true, and I think thatis the the skill that you the entrepreneur hasto deploy on. You know what what at what point? Do you stay focus and staythe course and you're not listening to what people say, because you know thatyou're going against the status quote, you're doing something different andyou're staying. You know persevering and being determined in your pathversus when you are no. This is a red...

...flag. You know we're getting customerfeedback that this is not relevant or meaningful or valuable to them, and weneed to change something and in figuring out which which path isbest for you, yeah yeah, it's and that's that that is you're.Absolutely right. I mean like it's almost the classics or a question.People are asking entrepreneurship right like if you ask somebody you know in the earlynineee hundreds,do they wantta faster or sor, they want a car right or they would have saidthat I want a faster horse right and so do. Customers really know what theywant, sometimes right, and so so you have to you have, but but there's theirdifferences in thet right I mean you, the one is you know. One of example. Ispeople have never used something so until they use it and you get them touse it in a certain way. Nobody really knows whether that's valuable yet right,if you don't know a and the customer doesn't know, but on the other hand, if they are using something and they'reproviding you freedback that something is not working right, then that isdifferent. So I think there has to be a distinction in how you're takingcustomer feedback. Customer sort of you know insight and you're a strap rightand being able to draw that distinction is very, very important Yep and I thinkto your point that that co creation process is very different. If you'retalking about an incremental innovation versus whether you're talking aboutsomething radical, like you said you know, Steve Jobs was never going toinvent the iphone in the ipod. You need these revolutionary solutions by askingcustomers, you know what could we do for you to make your life better? Noone was going to come up with. I want a thousand songs in my pocket. You knowlike that was just not going to happen, but if you're talking about somethingthat's just incremental, then you can absolutely and I'm not saying that forradical innovation, you don't get customer input, it's just the strategy.The mindset, the expectation is just very different, so so you use the termrecently called camel startup. What is that yeah? Soit's the opposite of to the EITER thing about it is th t there's the trim thatwas used. Precovit was the Unicorn Right Unicorns of the world ubers orthe large organizations right that that you know gain tremendous amount ofventure capital, infusion, right and and an enormous gigantic organizationsand and there's the other type of organization that that is what I wouldsay very frugal right in their approach and camel being right. You know thecamel is an animal right. Can that can go for long periods of time with littleamounts of sort of you know a water or food right. The camel startup is that kind ofmindset right that look. We are going to be fruitful and anthisclimate. It becomes harder because, if...

Youare, a larger organization that isnot profitable yet- and you are burning through cash and you'R, you know itbecomes hard to sustain right. If you can continue to race, Catsh Wers, ifyou're you have the mindshit of a camel start of your used to being on a like,you say you know, being on a diet, almost right on a in a consistent waybasis, an saying: okay, we're going to only drink, so much water, we're notgoing to consume more we're going to save it for the rainy day right for thenext face. I think that's where the camel starred up her. That term hasbeen used around right, an and and I kind of label ourselve as a classicCamel Startur, because you know we've been mindful that look. We don'tnecessarily want to raise a lot of capital too early. We want to becareful in when we do that and and then also at the same time. You know we wantto be frugal and how we use any capital that be raise right, and so what itdoes is. It creates a certain mindset of being in this environment. So youknow it helps dealing with the COVID crisis right because, regardless ofwhat anyone says any you know looking at this current climate, there arestartups who continue to raise money, but it's a different climate right. Ifyou can meet someone, if you cannot go to a meeting we with an investor, howis someone going to put a lot of capital into a company without ever youknow, sort of meeting the entire team right? That dynamic is there, and so Ithink we, the camel startup, is all about that right. It's about thatFrugal Company. That is not hung up O on trying to burn too much cash, wet,employes or r are on you know, conscientiously taking less out of thecompany, with the focus on trying to you know, create something larger inthe long run, so so for all our camels out there. What do you need to have in place to to look to realistically have a camelstartup, because I imagine that's very different than if you're Unicorn yeah, so I think I think the first. The mostimportant thing, roxy is that you need to have strategicpartners who are willing to sort of you know help you grow the company without necessarilyhaving them on your parols rightand, with withalmost a commitment for look. You know you have a certain court team, and thatis somewhat you know small, but then youhave- and you have to have reached a point where other people are willingand- and I want to sort of take that kind of roll on right. Where there youhave these partners who are saying look, I want to be part of this, and- and Iknow you can't afford it yet, because you guys are small, but I actually willalmost work as if I'm part of your company and when n. If the time comesI'd like to join you right, you almost want to have those alliances with withkey people right in the industry or or...

...just functionally, who can actuallyhelp you with the growth of the company. So without necessarily having that full.You know you could say full time. Team you've got people who are helping youalong the way right. So, if I'm being clear here right, I mean you want tohave more partners than otherwise from an employee standpoint. You want toLeveragh people who are are believe in your mission want tojoin you, but you know you're not able to get them on board right away and soyou're, almost working with that somewhat of a virtual in kind of teamright and in a way it's it's similar to the current worldright that we're in it. If everything is a virtual team and so you're sort of you know in a sense, itactually makes it's good to kind of do it now, becauseit it's exactly the way the world isoperating, everybody's working in a virtual team. Nobody really sits infront of each other for the most part right, at least in the tech world or inthe data technology wor you don't and so yeah therethere's that dynamic right, whereI feel like in the current climate, because som to many things are virtual,you can take advantage of how people are used to operating that, helps youand helps them right. So meaning you can grow a company. You can get someone to help you craft, a storywithout necessarily having them fully on board, with a commitment that youknow they are going to be rewarded. You know sooner or later, ight then or youcan have different types of terms with them, but I think that's how I lookatas a camel startup taking advantage manage the virtual world. There were innot necessarily having full time employees being very frugal and how youuse whatever cash that you have. So those are the elements that I kind ofgo into itversus Unicorn right is you hire gigantic teams right that you'renow managing and you're operating on, and that is all part of your parol andpart of your overall mandate. How important is you know your so e i's going to get personal here fora minute? How important is your support network in your personal life yeah?It's to you know, and I joke with my wife aboutthis rat. I mean we we're into this for thei fourth yearnow, right and as a company, and I made a conscientis decision to leave apretty stable executive kind of job at IBM to go and do this now. I did thisbecause I wen part of entrepreneurship before and it was something that's hardto kind of, let go off, but yeah I mean going back to how important it is. Itis unfathomableright that anybody can do it without that support system. Imean, if you know, you have to make sacrifices along the way, and you knowyou're ar saying: okay, we're not going...

...on that type of vacation this year Ie'r not doing right ight and your kids cind of get get impacted to so its it'svery important right. I mean it cannot be done, and I almost your firstinvestor Raby is your: If you, if you have a family right, is yoursignificant other or your spouse right is your first investor right andthey're, probably the biggest investor in this right and so yeah. I mean thatsupport network is as important as that. Right, I mean they are the coreinvestor in your in your vision, and so, if you don't have that, it's almost youknow it's very hard, especially when you're talking about times like this,where you're evaluating pivots, right and you're, saying hey honey, I'm justgoing to envision being in your kitchen for a minute, hey honey. So we've beenworking at this for four years and and so I know, I've been talking aboutradiology for the last four years, but we're vivoting to a different use case,and so I'm going to have maybe some different investors o I'm going to havesome different team members that I need, or some different partnerships andalliances. So this is going to take a little bit longer than I thought, maybenot, but I'm just hypothetically, you know proposing what a conversationmight look like and really. I imagine that to be able to have that kind ofconversation that family members support is critical for you to feelconfident and encouraged and being able to pivot in adjust in the new path yeahso and on that one rock Imean were so we're. You know a you know from aviviting standpoint, because we have not like it's not like we've privitedaway from rediology. We just I you know we have radioology as a usecase Werewe,built that into a solution that we're now hard. We have US relate partner,pushing so there's limited amount that we can do outside of leveraging thatSaregic partnership right, because we feel like t we got us. It took us ayear and a half to get to this partnership. We actually wasinteresting. We signed a deal with this pritic partner like almost a two weeksinto the lockdown right, so you know we had that, but it took us a well. Youknow almost a year before that, right to get to that, so we were lucky thatwe had that, and- and my call was a look at this point in this environment-The best thing we can do is to continue to build this partnership yeah withoutnecessarily going too much outside, because everybody else is going to beso focuse o. We maintain that as one of UN ors write cor or use cases or coremarkets, but then we looked at these other and other two right and- and itwas interesting right because I think it depends upon your supportsystem mind for me. My wife is not really, you know a question like someof the'se decisions right. I do talk about it, but in a way it becomes moretangible right to say look what we'regoing is actually very relevant inthe covid crisis, so yeah, that's, but...

...but you're right I mean, if I were tosay, hey we're going to start from scratch. You know because of the cod crisis nowthat would be different conversation and you're, not and you're, not in thatsituation, but there are other folks that are listening and watching theshow today who are who are trying to figure out. How are they going to breakthe news yeah? I know it's. That's that's hard,and, and at some point you also have to have abusiness perspective on this right, like what islike rationally put yourself in the shoes of an investor or put yourself inthe shoes of your wife who or your spouse who's an investor in you rightand say: Okay, how? How rational is this right? Eah Is it? Is it reallypossible to do it now if it is possible and he sald look? I have thisopportunity and because I think, at the end of the day, in any new pivot or market that youdecide to adopt, you have to have a tangible reason for why you're doingright either you, you found a client who said, look I'm going to pay x foryou guys to work on this right and that may be a little different than what youwere doing and then you can rationalize and so look that's why we're doing itright or fam or something else comes urigher.Somebody says: Look I'm going to give you access to some data that no one hasand that will give you a clear edge, yeah and almost an advantage oereverybody else, and that could be another reason where you say look. Ihave this relationship with this major system right and no one has been ableto tap into it, but because of who how I h've been able to navigate thatsystem, I get access toh that ut. Now that is almost currency right, wheresomebody's giving you that. So, when you make those choices or you makethose vivots, it cannot be just based on a whim that hey, I think, there'ssomething there right. It almost needs to be hey. I I'm thinking that. But nowI've been proven that there is something because of this tangible,either revenue opportunity or some other strategic asset that I was ableto get right. So I mean that's how I look at it right and- and you know I Isay there about Puteus Onn, the shoes of imness at some point, you also haveto be mindful the okay, how what kind of you know sort of how long can yousustain it right I mean how? How real is this? Who you know, can you keepgoing in this vain for m longer time and will you be able to survive? So youknow those are rational choice decisions didnt have yeah yeahcompletely, so so for Rook. What advice do you have?Is We wrap up here? What advice do you have for our listeners and viewers? Whoare you know in the trenches very similar to you dayin an day out facingsome? You know common challenges and...

...and also acrossing some commonopportunities yeah, I think rock ys domain it you know, advice would be to thinkclearly about what you offer right and and be objective and Tisyou know makesure that a you know you have a good rational reason to continue right andand and and it has to be based on business. It has to be an a non emotional kind of decision.Right were yeah, either you've already achievedsomething you're like wow. This is, it would be wrong to now. You know notcontinue to do this, but then you know that's the firstthing, but then the second thing is you know. Entrepreneurship is is not easyright. This is not it's the hardest job right and and to try to figure out. You knowopportunities in a market like this wher things are closed. There areopportunities I mean in this climate. There are certain things that suddinlyboomed right, and so you could have picked up on that, but it the. On the other hand, you haveto still stay closer to your core, because you can't completely reto. Ifeel like there's an element of retooling that you could do to adjust.But how far do you take that, like N, you can certainly say her, I'm going togive up like, for example, if we werl say you know, we're a data andanalytics Ai Company, and then we decided to be some other type ofsoftware. There had nothing to do with that. I don't think that would be fair.Do ourselves right, like you know, you're, not taking advantage of thevalue propotion we offer that's, not a pivot. That's a new business en you ohow far. Do you take that right? Andso I think it's important to understand your core and important to be objective.Yeah. You know, for those of US whove seenthe previous crisis, you know we're hopeful that there is light at the endof the tunnel here right and yeah. That's important, because in thisclimate you be surprised at how things can kind of open up in a different way.I mean therethere's, there could be more opportunity in one thing or theother, but being dynamic in your thought. Process is important right and,as you pointed out like you know, when you're thinking about a pivot orthinking about a different market be dynamic. Talk to as many people aspossible, I think, is the most important thing that I've learned is.You know, like you, have your ear to the ground right and and and reach innot necessarily trying to sell, but you know Wy Your Advisor Pool yourpotential customers, your partners and ask them well. What are you seeing likewhat is changed right? How are things evolving and also you need et to makesure that you're not out of touch right like if you go in and saying hey, I'mgoing to improve productivity by thirty percent and people like I'm, barelyworking, you know right right, Righac. What more you know you can make me moreproductive. I want to work right, so... Om sure your message is black is onpar with the current inmartment yeah completely so fore. Thank you so muchfor sharing your wisdom with our listeners today and your experience. Iso appreciate your time today. How can our listeners and viewers get a hold ofyou if they want to follow up with you after the show yeah? My I think the easiest way would be.The company's name is inference analyticcom right. So in my name isjust my first name that infrence analytic com or through the website Imean that's the best way to do it and yeah, I'm always open to you knowtalking to more people. I think that's the job yeah, you know still talk to asmany people as possible and yeah, but that's the best right email wuld be thebest Wayo Hassom. Thank you so much an youal chef. Thank you so much for listening. I knowyou're busy working to bring your life changing innovation to market, and Ivawlue your time and your attention to save kind and get the latest episodeson your mobile device automatically subscribe to the show on your favoritepodcast APP like apple podcast, spotify and stitcher. Thank you for listeningand I appreciate everyone. WHO's been sharing. The show with friends andcolleagues, see you on the next episode of coiq.

In-Stream Audio Search


Search across all episodes within this podcast

Episodes (107)