By Peter High, published on Forbes
06-21-17
Yvonne Wassenaar has been named Chief Executive Officer of Airware, a company that provides end-to-end solutions that enable enterprises to scale their commercial drone operations and turn aerial data into actionable business intelligence. She will officially take over on June 26. In a post on Medium.com, company founder and outgoing CEO Jonathan Downey noted, “Our next chapter is all about growth and scale — in customers, deployments, geographies, and use cases. It’s going to mean turning our vision and strategy into consistent execution. As different stages in a company’s history often require different leaders and different skills, I’ve been thinking seriously about who will best lead Airware through its next stage of growth and where I can best add the unique value that I can bring to the organization as its founder.” Downey indicated that he would remain heavily involved in the company.
Wassenaar joined Airware as Chief Operating Officer in May of this year after having spent nearly three years as the Chief Information Officer at New Relic. She noted, “Serving as a CIO has given me deep empathy for what enterprise customers will be looking for Airware to deliver as we partner with these Fortune 1000 companies and work to digitize their businesses.”
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Clifford Eric Lundgren, CEO of electronics reuse and recycling company, IT Asset Partners (ITAP) was sentenced to 15 months in federal prison on February 28, 2017 for his role in an effort to copy, import, and sell counterfeit Microsoft software. Lundgren pled guilty to criminal copyright infringement and conspiracy to traffic in counterfeit goods, and in May, a judge for the U.S. District Court in the Southern District of Florida sentenced him to the prison time, three years of supervised release, and a $50,000 fine. Lundgren is in the process of appealing the sentence. As of June 19, 2017, he stepped down as CEO of the company.
ITAP is a Los Angeles-headquartered company with locations in Vancouver, British Columbia and Hong Kong. Lundgren founded the company four years ago, and wipes data and resells electronics, harvests components for use in new devices, and shreds devices to recover commodities. Lundgren is one part tech entrepreneur and two parts environmentalist.
Lundgren also gained fame through a project called The Phoenix, which was an electric vehicle made with recycled parts. It set a world record for distance covered on a single charge, which he describes at some length herein.
Lundgren also discusses his broader vision for the future of hybrid recycling angd global electronic asset management, the charges against him, the basis of his appeal.
Peter High: Eric, you were recently sentenced to 15 months in prison and you were fined $50,000. You pled guilty to participating in a conspiracy to traffic in counterfeit goods and committing criminal copyright infringement. Despite your guilty plea, you are fighting the charge. Please explain what has transpired.
Eric Lundgren: Yes, I pled guilty to distributing a repair tool/recovery software called a “Dell Restore CD” in an effort to help people and our environment. The repair tools/software can be downloaded for free at Dell.com by any owner of a Dell computer. I provided these Restore CDs to refurbishers so that consumers could restore their computers back to factory settings in case of a software or hardware failure.
I believe that I am going to prison because I attempted to help consumers repair their computers and I got in the way of “planned obsolescence.” My purpose was to empower consumers to restore their Dell computers for re-use. Simply put, Microsoft did not want me to share the free repair tool/software with Dell consumers. Because I provided to the consumer a way to fix their computer using a free Dell restore CD, Microsoft argued that this equated to a potential loss of a repeat sale to Microsoft. However, the important thing to note here is twofold: First, Microsoft was paid for the sale of Windows in the original sale of the computer, and second the ability of a user to use and reload the version of Windows which originally came on the computer travels with the computer in perpetuity. Never are they required to repurchase Windows from Microsoft. Dell, frankly, wanted nothing to do with the case.
I also did this to keep working computers out of landfills. Electronic waste is the fastest growing waste stream in the United States and has been known to leach toxic chemicals into our environment and water table. We sold these at a nominal cost, mainly to cover our costs and shipping, as I was not doing this in order to make money. Indeed, as incredulous as this may sound to many in the “corporate” world, as it did to Microsoft and the judge, much of what I do in my recycling business causes me to break even or even to lose money. I do what I do to help consumers and the environment simply because it is the right thing to do.
Bridget Engle has been named Senior Executive Vice President and Chief Information Officer of BNY Mellon a global investments company which provides investment management and investment services in 35 countries and more than 100 markets with $30.6 trillion in assets under custody and/or administration, and $1.7 trillion in assets under management. Engle will take responsibility of the company’s Client Technology Solutions group, which provides critical technology platforms and applications that support BNY Mellon’s role as the leading provider of technology solutions to the financial markets. She will be responsible for setting the strategic direction and execution of the firm’s technology agenda. This includes advancing the firm’s NEXEN digital investment platform, investing in and integrating industry leading applications, accelerating its digital and agile development efforts, and attracting and developing top IT talent.
Engle has spent the past 30 years at companies like AT&T, Lehman Brothers, Barclays Capital, DTCC, and Bank of America. She will succeed Suresh Kumar, who has held the CIO role for over five years, and who will depart at the end of July.
By Peter High, published on Forbes 06/19/2017
As the Chief Operations and Technology Officer of $94 billion Bank of America, Cathy Bessant has tremendous influence in the technology ecosystem that surrounds the financial services industry from fintech start-ups with which she partners, from the war for talent with the would be employees of the company to the vendor partners that she engages to the rising influence of artificial intelligence (which she prefers to refer to as “responsible automated intelligence”).
It had been three and a half years since I last caught up with Bessant, and she had mentioned that she had rethought a few things. She used to refer to Bank of America as a fintech firm. She has come to realize that it is not a fintech firm, but that fintech firms are an important part of the ecosystem that the company has built. In fact, she highlights the advantages a company with the scale that Bank of America has relative to the fintech companies who compete with aspects of what Bank of America does. She also used to note that Bank of America would never be involved in public cloud solutions, but she now foresees a day when that will be possible. She explains these changes of heart in great depth herein. She also covers the boards that she has joined in recent years and the value she has derived from them and vice versa among a variety of other topics.
Peter High: Cathy, several years ago, we spoke about your purview over both technology and operations at Bank of America. Since our last conversation, the trend toward the intersection of these two disciplines has become more profound. We see it with a number of executives who have taken on both sets of responsibilities, walking in your footsteps, if you will. We see it even at a more granular, technical level with topics like DevOps, which combines the two. Having owned these areas for such an enormous organization, what new insights do you have regarding the advantage of having them together?
Cathy Bessant: When we combined the areas seven years ago, even our own people thought we were crazy. Today, the intersections are becoming increasingly apparent. Everything we do in operations, from the most manual to the most sophisticated task, is better when it is automated. It is better, cheaper, and safer when it is digital; and it performs better for customers. For a classic operations organization, technology is not just nice to have, it is a requirement. By the same token, technology is nothing if it does not perform. The intersection of the operations team’s contributions to platform stability and to ensuring that there is not only a technological experience, but a human experience, is what today’s customer expects.
High: The rise of artificial intelligence has been profound in recent years. You prefer to refer to it as “responsible automated intelligence,” rather than artificial intelligence. Can you define the term and share the reason for your preference of that specific terminology?
Bessant: I do not like the term artificial because by definition it means fake, so it is partly a linguistic preference. More importantly though, intelligence is created by humans, even if it is run on an automated basis. We can think about artificial intelligence as algorithmic intelligence, as well, because what takes data and produces an outcome are algorithms that are written, overseen, governed, and managed by people. Automated intelligence is often better, more predictable, faster, cheaper, and has a lower error rate – as long as our algorithms work. There is no doubt AI is the term of the day, but we have been using automated intelligence for a lot longer than people think. For instance, we have been using models to create credit scores for 25 years. You can go through a lot of different elements of banking and say, “This is a more sophisticated or more tech enabled deployment of automated or artificial intelligence,” but it is not something we are not used to, which is an important point.
High: You use the word responsible when referring to automated or artificial intelligence. How do you think of the responsibility aspect?
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06/12/17
David Trone has been on a mission for quite some time. First, that mission took the form of entrepreneurship, then philanthropy, and finally politics. He learned entrepreneurship at the knee of his father, who developed a variety of businesses related to the family farm in Pennsylvania. Trone developed his own egg-centric venture as an undergrad at Furman University to help pay for college. He then developed his first beer-centric business while getting his MBA from the Wharton School at the University of Pennsylvania, and then launched Total Wine & More soon thereafter with his brother, Robert Trone.
25 years later, Total Wine & More has grown into the largest alcohol-specific retailer, with roughly $3 billion in revenue with 172 stores in 22 states. Trone emphasizes that the future is more about clicks than bricks, however, and the company is investing heavily in e-commerce and digital experience capabilities. The company is also doubling down on customer experience, providing wine, beer, and spirit education, virtual experiences with people behind beloved brands, and a chance to meet the makers in the company’s stores. An educated buyer is someone who is likely to pursue and enjoy higher ticket items.
Over the years, Total Wine & More and Trone more specifically have donated millions of dollars to charities, often in the communities in which the company operates. It is a form of doing well by doing good ala Adam Grant’s book “Give and Take – Why Helping Others Drives Our Success,” which Trone indicates was an influential book for him. As he has gotten more immersed in healthcare, education reform, and prison reform through his charitable work, his third mission was sparked a couple of years ago, as David campaigned for the Democratic nomination in Maryland’s 8th Congressional District, hoping to fix what he believes to be a broken government. Although his run was not successful, he believes his future remains in politics as much as in business and in philanthropy. He covers all the above and more in this interview.
Peter High: Let’s start at the beginning of your entrepreneurial journey. You started your first business during college at Furman University, having grown up on a farm, it was an egg business. Then, while getting your MBA, you started a beer business. Where did your entrepreneurial spirit come from?
David Trone: My entrepreneurial spirit came from my dad. He was a serial entrepreneur. He was involved in many different ventures including egg processing, egg marketing, hog finishing, a farm vacation business, a gas and grocery business, and a picnic business.
High: You are the co-founder and co-owner, with your brother Robert, of Total Wine & More. An organization that has 172 stores in 22 states, and has been around for over a quarter of a century. In both the short term and long term, what are some of the areas on your roadmap for continued growth?
Trone: Our strategy is bricks and clicks. Bricks is where we have been in the past, but the future has to be clicks. Right now, we continue to build across the country. We are focused on growth states like Texas and California and filling out traditional markets in places like Florida and Boston. At the same time, we realize that the evolution of retail in America is e-commerce. We are creating an e-commerce solution that will allow us to be omnichannel and agnostic. If does not matter if our customers want to shop in the store, pick up the products, or have them delivered, we have to do all three and do them seamlessly.
High: You have lived in Pennsylvania and Maryland, both have particularly restrictive laws with regard to the sale of adult beverages. How has that impacted the way you manage and expand your organization?
06-06-17
David Steinberg is a serial entrepreneur. In 1999, he founded Inphonic, a company that would reach a billion dollar valuation, and had a successful IPO. The company grew too quickly and with too much debt, and Steinberg resigned in 2007.
He immediately got to work on his next venture, a data drive marketing company called XL Marketing Corporation, and he leveraged the good of his past ventures, including collaborating with former Pepsi and Apple CEO, John Scully, who had been a part of the founding team at Inphonic, while learning the lessons of the trying times. This time around, they would self-fund the company, and do something that was anathema with many start-ups, especially at that time: it would grow profitably.
The caution paid off during the economic crisis the year after its founding, as Steinberg was able to assemble a world class team, and he was able to shop for many companies to fill out its portfolio of offerings on the cheap. When Steinberg initially sought venture funding, he heard many complaints about how the company was “too profitable.” Some VCs indicated that the company needed to put more money into sales staff and marketing campaigns.
Fast forward a few years, and the company, now called Zeta Global, recently announced a $140 million funding round led by GPI Capital and Blackstone’s GSO Capital, elevating the company to “unicorn” status as a venture funded company with a valuation above $1 billion. In this interview, Steinberg talks about the evolution of the company, the role that machine learning will play in the future, the value in having developed a 20 year partnership with one of the leading marketers in the world, as well as a variety of other topics.
Peter High: David, please provide a brief history and overview of your organization.
David Steinberg: We started out as a customer acquisition vehicle named XL Marketing. We recognized that to increase our success and help our customers, we needed to add customer relationship management to our services. This led us to buy a small company called Zeta Interactive. We broke up this company quickly. In fact, we sold off two-thirds of the business. We kept and ran the platform and it became one of our most important products. That was the first big step in our pivot from being a customer acquisition company to being a software-as-a-service company. As we continued to grow and move more into data and analytics, in addition to software-as-a-service, we thought the word interactive pigeonholed us, so we changed the name to Zeta Global to represent who we are today.
High: Zeta Global has grown considerably through acquisitions. A key success factor of your organization is how well you integrate businesses post-acquisition. Is there a playbook that you use when integrating acquired companies?
Steinberg: Acquisition and organic growth are mission critical to the growth of the business. Last year, the company grew almost 50 percent; half of our growth was organic and half of our growth was through acquisitions. We use four specific criteria for acquiring a company:
Most of our competitors think of their marketing cloud as a container. They buy businesses and put them in there, and it certainly works for them. We think of our marketing cloud as a fully integrated software solution. Full integration has been critical to our success. We have been successful in eight of our nine acquisitions. We have a campus in Hyderabad, India and another growing campus in Chennai, India. At these locations there are 600 to 700 full-time engineers and data scientists; over 75 percent hold a PhD or a graduate degree. At these campuses, we scale up operations as we buy companies. This allows us to dramatically increase profit, workflow, or, in most cases, both.
Over the last four years, our compounded growth rate was just under 50 percent, on average. Zeta Global is also profitable. Our profit is higher than most software companies that have grown at our size and scale. Part of our success is due to the fact that we have run companies before that were not profitable, and none of us wanted to do that again.
High: It is interesting to hear you say that your past entrepreneurial experiences of growing without profit, understandably, color the way you manage Zeta Global. You co-founded this business just prior to the worst economic downfall of either of our lifetimes. Did beginning a business during an intense and suboptimal business climate affect your entrepreneurial journey and choices, as well?
By Peter High, published on Forbes 06/05/17
Andrew Ng is one of the foremost thinkers on the topic of artificial intelligence. He founded and led the “Google Brain” project which developed massive-scale deep learning algorithms. In 2011, he led the development of Stanford University’s main Massive Open Online Course (MOOC) platform. His course on Machine Learning would eventually reach an “enrollment” of over 100,000 students. That experience led Ng to co-found Coursera, a MOOC that partners with some of the top universities in the world to offer high quality online courses. Today, Coursera is the largest MOOC platform in the world.
Most recently, Ng led Baidu’s Artificial Intelligence Group. Under his watch, Baidu became one of the few companies with world-class expertise in every major artificial intelligence category: speech, neuro-linguistic programming, computer vision, machine learning, and knowledge graph, and his team introduced two new business units to the company: autonomous driving and the DuerOS Conversational Computing platform.
In late March, Ng announced that he would step away from Baidu, and in a Medium post, he noted, “Baidu’s AI is incredibly strong, and the team is stacked up and down with talent; I am confident AI at Baidu will continue to flourish. After Baidu, I am excited to continue working toward the AI transformation of our society and the use of AI to make life better for everyone.” I was curious how his plans have taken shape in the couple of months since the announcement, so I caught up with him at his office at the Gates Computer Science Building at Stanford University. Given how influential his career has been to date, I was curious where he would focus his attention from this point forward. We also covered his recommendations for companies that are nearer to the beginning of the journey of implementing artificial intelligence, the emergence of roles like the chief artificial intelligence officer, and the industries that are most likely to be impacted by AI, as well as his comparison between the business cultures in the United States and China, among a variety of other topics
Peter High: Andrew, since we last spoke, you have departed Baidu. Where do you see your career evolving from this point forward?
Andrew Ng: Over the last few years, AI [artificial intelligence] technologies have taken off. There are so many things that we can do now that were not possible three or four years ago. This creates tremendous opportunities for large tech companies like Baidu, Google, Facebook, Microsoft, and many others. It also creates opportunities for smaller teams to do meaningful work, whether they are for-profit, nonprofit, or startup organizations. In the same way that electricity and the internet changed everything, over the next few decades, AI will change everything. I am looking into quite a few ideas in parallel, and exploring new AI businesses that I can build. One thing that excites me is finding ways to support the global AI community so that people everywhere can access the knowledge and tools that they need to make AI transformations.
High: Artificial intelligence is a broad topic. What are some of the areas that are most exciting to you and represent the biggest areas of opportunity in the near term?
Ng: People often ask me, “Andrew, what industries do you think AI will transform?” I usually answer that it might be easier to think about what industries AI will not transform. To be honest, I struggle to think of one. For example, I was speaking at a conference and I said that my hairdresser’s job is probably safe from AI because I do not know how to build a robot to cut hair. A friend of mine, who is a robotics professor, was in the audience, she stood up, pointed her finger at my head and said, “Andrew for most people’s haircuts I would agree, we cannot build a robot, but for your haircut, I could make a robot do that.”
It is difficult to think of a major industry that AI will not transform. This includes healthcare, education, transportation, retail, communications, and agriculture. There are surprisingly clear paths for AI to make a big difference in all of these industries. I have heard you say, Peter, that sometimes AI feels like a far off thing, but it is just over the horizon. I agree, and a lot of the work that will get us there is happening now. Certainly, the smartest CEOs and CIOs, and maybe some new chief artificial intelligence officers, are accumulating the talent and tools necessary, and maybe already using them, to transform their businesses.
High: What suggestions do you have for CEOs, CIOs, and CAIOs that are fairly early in their journey of exploring the implications of AI for their business?
By Peter High, published on Forbes 5/29/17
Nick Colisto is the CIO of $4.5 billion water technology company Xylem, a company that was created after the trivestiture from ITT Corporation in 2011. The spin off combined five businesses that would also add a sixth in 2016 with the $1.8 billion acquisition of a company called Sensus. Colisto joined the company in 2012, and drove many steps to help implement CEO Patrick Decker’s vision to operate as a single company. He was able to draw upon the playbook he has created, much of which was codified in a book of the same name: The CIO Playbook: Strategies and Best Practices for IT Leaders to Deliver Value. The efforts centered around creating a common business operating platform (common processes, business software, and infrastructure) to enable people to work better together, produce more, and deliver superior product and service experiences to customers.
Now, multiple years into his journey as CIO, Colisto leads a team that drives strategic digital transformation initiatives to drive new solutions, several of which are customer facing. He has created a culture that is more cognizant of the needs of the company, customers, and shareholders. In the process, Colisto’s team has contributed mightily to the bottom line of the company in the process. He describes his journey in detail in this interview.
Peter High: Nick, you are the CIO of Xylem. The company was created in October 2011 as part of a trivestiture from ITT and became a stand-alone global water technology company. Can you provide a basic description of the business?
Nick Colisto: Xylem is a $4.5 billion company with about 16,000 employees across the world. It is a world leader in the design, manufacturing, and application of highly engineered technologies for the water industry. We are a leading equipment and service provider for water and wastewater applications. Xylem has a broad portfolio of products and services that address the full cycle of water from collection to distribution to use to the return of water back into the environment. Xylem has leading market positions among equipment and service providers in core application areas of the water equipment industry including transport, treatment, test, building services, industrial processing, and irrigation. Some of our company brands that people might know are Bell & Gossett and Flygt.
High: I know from our past conversations that you are in the throes of a digital enterprise agenda. You are transforming the way IT works at Xylem. Can you describe the Five Star Model that you are using to accomplish this goal?
Colisto: We are on a transformational journey to create a digital business for Xylem. In the last few years we have built a platform called Xylem’s Integrated System, or XIS, to support this. It is a modernized IT platform that harnesses the power of disruptive technologies including social, mobile, analytics, cloud, and IoT platforms to enable customer engagement, operating efficiency, and growth.
The Five Star Model that we use for selecting technology for XIS was inspired by a model created by Kim Stevenson, formerly of Intel. The five stars are:
By Peter High, published on Forbes 05-23-17
Last week, CrowdStrike, a cloud-based security company headquartered in Irvine, California raised $100MM in a series D, led by Accel Partners. With this injection of funds, the company has reached “unicorn” status as a venture funded company with a valuation over $1 billion. In a post on Medium, Sameer Gandhi, a partner at Accel, noted, “Crowdstrike has more than tripled the growth of its total billings year-over-year. [CEO and co-founder] George [Kurtz], [CTO and co-founder] Dimitri [Alperovich] and team have accomplished quite a lot in just a few years. The team’s vision, product excellence and overall execution is what inspired us to lead the company’s Series D.”
In recent days, inquiries for CrowdStrike’s services have increased dramatically in the wake of the WannaCry ransomware attack. Previously, the company received great attention for identifying the hackers behind the Democratic National Committee data breach prior to the American election in 2016. Kurtz has noted, “That work raised our profile considerably, solving a high profile problem, separating us from a crowded field in the security space.” CrowdStrike now counts more than ten percent of the Fortune 1000 among its clients.
A serial entrepreneur, Kurtz founded worldwide security products and services company Foundstone in late 1999. The company developed a leading incident response practice, and was acquired by McAfee in 2004. He would rise to the role of Worldwide Chief Technology Officer of McAfee.
While there, he grew frustrated by the antiquated technology at the company that, as Kurtz recalls, “felt more like Siebel when I wanted to develop something that felt more like Salesforce.” He left the company to co-found CrowdStrike in 2012, developing the next generation anti-virus powered by artificial intelligence.
At a recent interview on stage at the Forbes CIO Summit at Half Moon Bay, California, I asked Kurtz for some recommendations on how executives can safeguard their enterprises, and he offered the following advice
By Peter High, published on Forbes 5/22/17
Terry Bradwell is not only an executive at AARP, he is a member. He has risen from chief information officer to chief enterprise strategy and innovation officer at the $1.5 billion, Washington, DC based non-profit that advocates for Americans who are over 50. He notes that though he is 54 years old, he is not the same 54 that his father was, and, in turn, in a few years, a 54 year old at that time will have a different makeup than he does. This notion drives his ambition toward continuous innovation.
This orientation toward innovation began when Bradwell was the company’s chief information officer. Having spent time as a consultant in IBM’s Media and Entertainment practice, he developed a strong business acumen that meant that as he joined IT departments, he did not accept that the department should be relegated to a supporting role.
Bradwell established innovation labs for AARP while he was CIO, but through a series of conversations with AARP CEO Jo Ann Jenkins, he realized there was value in carving off his CIO duties, responsibilities that would go to his key deputy, Amy Doherty, the current AARP CIO. This allowed him to focus more on innovation. His time in IT helped foster relationships across the entire enterprise, and a cognizance of the strategic needs of each. His impact on innovation and strategy made is move beyond CIO logical.
Peter High: Terry, you are the Chief Enterprise Strategy and Innovation Officer at AARP, quite an interesting title. Could you unwind that and provide an overview of your purview?
Terry Bradwell: Providing some context will help explain my role. AARP is arguably the leading voice of and advocate for the 50-plus population. Our purpose is to empower this population to live their best lives. AARP started out as an innovative organization almost 60 years ago, and has continued along that path. The 50-plus population has continued to evolve; I am 54 years old now, but I am not the same 54 year old that my father was, and a few years from now a 54 year old will not be the same 54 year old that I am today. This evolution means that AARP has to innovate to stay relevant and to be able to continue to drive our social mission and advocacy. We are a social mission organization, but it takes revenue to power that.
My role as chief enterprise strategy and innovation officer is to address opportunities and risk for the organization. From a strategy perspective, I am responsible for the creation of a multiyear plan that encompasses our opportunities, threats, and risks. It is my responsibility to develop a strategy that is outcome-focused that the organization can rally around, but is also flexible enough to change as the conditions on the ground change. We use innovation as a primary lever to deliver outcomes that ensure that we strengthen our value proposition for the people who we serve. We are a strong organization, and our strategy aims to keep AARP that way by addressing potential long-term relevancy and revenue risks.
When they are doing well and feeling secure, many companies become complacent. We are fortunate to have a dynamic CEO who recognizes that simply being in a successful position creates a risk. At AARP, we double down and push twice as hard when we are comfortable. That is why my function was created. At the highest level, I am responsible for shaping a strategy that ensures the outcome is a strengthened value proposition through innovation.
High: Innovation can be hard to define. Can you define innovation for AARP and how you measure progress?
Bradwell: At AARP, innovation is strategy-driven and focused in areas that we call health, wealth, and self; these are health security, financial resilience, and personal fulfillment. Let me provide a few examples. In the financial resilience zone, we looked at the trends and recognized that work and jobs are a huge concern for the 50-plus population because jobs are being transformed due to disruption and new categories of jobs created by the sharing and gig economies. Gone are the days when you worked 20 or 30 years for a company and had a pension and a retirement package. We are exploring these trends and innovating around financial resilience. With health security, we are innovating around a huge area within caregiving; which includes bringing products, services, content, and information to individuals who have caregiving challenges. We know from our insights and data that caregiving is a growing challenge. Over the next five to 10 years, there will be 117 million people in this country that will need some form of care, but only about 43 million unpaid caregivers available to provide that care. Likewise, there are only about 4 million paid caregivers. We are innovating around these caregiving shortages and other trends.
High: You run AARP’s innovation lab. Please share examples of the motivations behind setting up the lab, how it was developed and set up, and its place within the larger organization.
