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August 09, 2016
Talent Sourcing Trends
5 Tips On Remote Management From Time Inc. VP Of Mobile Apps And API Engineering
Robert Duffy is the VP of mobile application and API engineering at Time Inc. and formerly the manager of strategic initiatives at Amazon. He currently leads a distributed team of product engineers spread across the globe with hubs in New York, Seattle, and Bangalore. Duffy shared with PowerToFly how he bridges the time zone gap, what apps he can’t live without, and why he believes a clear phone call is “the salt of any distributed team.”
In your opinion, what are the biggest benefits of a distributed team?
The access that you have to talent. Creating a distributed team, a distributed workflow, a team that works well in a distributed fashion, means you can do more things in a distributed way. You can very quickly onboard people from different locations. Also things like traveling to conferences, or working from home, or taking two days at the end of vacation to work remotely becomes easier. People traveling around isn’t as disruptive. They will work from a plane, hotel, wherever, because the system is already set up.
What are some of the biggest challenges and how did you overcome them?
The hardest thing is finding meeting times that work for everyone. A meeting could take 48 hours to get scheduled because of timezone differences. Now we have standing time slots where there is meeting time blocked off. So if something comes up and you need to schedule a meeting about it, you reserve a time available in that slot. The meeting time is essentially set before the meeting agenda. People can plan around it, especially whoever is staying up late or getting up early. It makes life much easier.
Tell us about how you build your team. What do you look for when hiring developers, especially ones that work remotely?
One of the biggest challenges of working with a remote team is communication. Fundamental things like poor phone communication can be such a massive blocker to people’s productivity in a distributed team. We look for great communication skills, especially when we’re hiring remote. We look for the ability to listen to and take feedback. Obviously we look for technical skills. You have to have the core level of technical skills, and then we look for good use of tools and good understanding of how to work in a distributed way.
How has working with PowerToFly impacted your hiring?
With PowerToFly, we’ve had access to an exceptional talent pool. The caliber of talent that PowerToFly has presented to us is just outstanding. I don’t think I’ve ever been involved with a company that was so quick to ramp up on our requirements, and then start sending over candidates that were exceptionally well qualified and exceptionally talented for those positions.
What are your strategies for keeping everyone in sync? What tools do you use?
One of the things the teams benefit from is a daily video standup (scrum), so I invest a lot in making sure that happens. We make a lot of use of online video conference. We’re looking at getting fixed TV stations with cameras on top of them that people can gather around at our different locations. We are heavily invested in Slack — it’s a great communication channel for us. It helps us keep the chatter going. We also invest in teleconferencing equipment, making sure that people can hear each other. From a product perspective, JIRA works really well because you can see tickets changing. Github is super useful. The pull requests and code reviews we do through there are an indispensable tool in working with distributed engineers.
You think about mobile all day, what are your favorite mobile apps for work?
From an operations perspective, email, Slack and PagerDuty are my primary tools. And then from a distributed team perspective, using Microsoft Lynk on my phone is good for teleconferencing, and then obviously the phone itself is huge. A good clear phone call is the salt of any distributed team. It’s surprising how much time I have invested in making sure that phone calls are clear and that people’s voices can be heard. At some point when I was first setting up the Seattle office and people in New York were having trouble hearing me, I went out and invested in five different bluetooth headsets. The regular Apple headset — the one with the earbuds and microphone — is surprisingly good at call quality. FaceTime is also a good video conference tool for those one-on-ones.
Do you have any tips for maximizing productivity?
When your day starts early talking to India, your day can get blocked off pretty quickly. Figuring out the rhythm of the day and planning those activities that require quiet time to yourself [email, brainstorming, writing] is really important. It’s interesting though, Monday and Friday are two very different beasts. Friday everyone just disappears. Friday afternoon I focus on local team activities and making sure the local team culture is good. We have an end of the week “wrappy hour.” We have a group demo on Friday mornings where everyone dials in and shows off what they’ve done for the previous week. That’s a really good bonding activity for people. It’s the beginning of the day for some and the end of the day for others, but it helps with the feeling of being part of the team and knowing what other people are doing.
What management advice has been the most helpful to you in your career so far?
The best advice I was given was make sure one-on-ones happen. Everyone has a crazy schedule and everyone has a lot going on. Especially in a team that’s distributed, calendaring becomes somewhat chaotic. It’s an easy temptation to feel like you’ve already caught up with someone and lose or cancel the one-on-one. Protect your one-on-ones with people and make sure they always happen. Those are times where you learn about your staff, you learn about morale, you inspire them, you help them with their goals, you help unblock them, you get to know what’s working and what’s not working on an individual basis. Also those are your key touch points for coaching your employees and helping them develop themselves.
August 06, 2020
National Security Agency (NSA)
Developing as a Technical Leader, a Coach, and a Continual Learner: The NSA's Amy A. on Her Long Career
What do running a half-marathon training program, being an executive coach, and leading a team at the National Security Agency (NSA) have in common?
<p>They're all things that Amy A., a senior technical leader at the NSA, likes to spend her time doing, supported by the core set of abilities she's honed through her decades of leadership.</p><p>Coaching is about enabling people to solve problems and helping them come up with the right plan for their individual situation. That's something Amy's learned in her work at the NSA: "I work with really smart people who have a lot of ideas and by default are problem solvers," says Amy. "[We have to] allow [ourselves] the space to come up with ideas, work through the idea, and not dive into problem-solving mode too early."</p><h3>Developing her own career path</h3><p>Amy's career began in college, where she was a computer science cooperative education student at Central Michigan University.</p><p>As she earned her degree, she learned how to design and develop databases. That turned into studying signal processing and eventually network analysis. "[This was] just as the Internet was evolving from being local to becoming a global powerhouse with connectivity around the world," remembers Amy.</p><p>That turned into professional work with the NSA, where she's worked her way up to be a technical senior executive. Her current slate of work includes leading multiple teams to update telework playbooks.</p><p>While she's thankful for people who have helped her along the way, Amy believes in the power of the individual above all. "We each own our own professional development path. I have had many mentors and coaches who have guided me or helped me navigate when I was lost. But in the end, I picked the roads I wanted to travel, and my mentors and coaches helped me grow."</p><h3>Representing for underrepresented groups in tech</h3><p>As a Black woman in tech, Amy has often been in the minority. When she was studying computer science in the 1980s, she says she was often the only woman in the classroom. "But I loved programming and I loved software design, so I stuck with it," she says.</p><p>She notes that she's seen lots of bias at work, though most of it unconscious, and that her colleagues have always been open to her feedback about it.</p><p>"In the early part of my career, there weren't a lot of women in my technical area, but there were many women at the Agency," says Amy, who notes that women's representation has grown sizably since she started. "We have a ways to go, but we have a real focus on understanding diversity and inclusion and on working towards a better tomorrow."</p><p>To help speed along that better tomorrow, Amy has played big roles in the NSA's employee resource group (ERG) for women as well as the ERG focused on the Black community. She's been senior sponsor for both groups for ten years. "I love working with the ERGs because they allow me to learn more about the issues, challenges, and accomplishments that these groups are encountering at work," says Amy.</p><h3>Continuous learning at the NSA</h3><p>Amy has taken advantage of the career development support offered by the NSA, from being part of the Agency's Co-Op program for students early on to traveling throughout her career to enrolling in the Agency's Senior Technical Development Program (STDP) more recently. She highlights the "diversity of roles [and the] diversity of organizations" that the NSA has exposed her to that have helped her develop over time.</p><p>Amy continues to value self-improvement and to set goals for herself. She's not one to shy away from opportunities to learn and is considering starting a PhD after she retires from the NSA.</p><p>"Every day is a learning experience. There is a lot of formal support for you to grow in your profession, but it is the informal experiences that I really value," says Amy of her time with the Agency.</p><p><em>If you're interested in the development opportunities and collaborative problem solving Amy has shared here, check out the National Security Agency's open roles</em><a href="https://powertofly.com/companies/national-security-agency-nsa" target="_blank"> <em>here</em></a><em>.</em></p>
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August 04, 2020
From Informal Mentee to Formal Mentor: How DigitalOcean’s Jessica Rothfuss Is Paying It Forward
When Jessica Rothfuss started her first job out of college, she felt a little lost.
<p>"I had no idea what was going on. I didn't grow up around corporate America and I didn't know the norms," Jessica explains, highlighting her discomfort with office conversation around childhood vacations (which her family couldn't afford) and having to navigate dress codes (when a friend told her khakis probably didn't cut it for client meetings).</p><p>With the help of some friends and informal mentors, Jessica expanded her comfort zone and figured out corporate life, developing the soft skills of persuasion and communication that she needed to navigate tough conversations. And now, decades into her career in tech and currently working as a Senior Technical Program Manager at<a href="https://powertofly.com/companies/digitalocean1" target="_blank"> DigitalOcean</a>, the cloud infrastructure provider for developers, she's come full circle, serving as an informal mentor to other women in tech and a formal mentor, as of last week, to a woman at DigitalOcean.</p><p>We sat down to talk to Jessica—who was joined on-camera by her adorable senior rescue dog—about her career path, how she's giving back and helping other women navigate the world of corporate tech, and how DigitalOcean's remote-friendly approach to work has changed the way she sees her future.</p><h3>Navigating a steep learning curve as a first-generation college student in tech</h3><p>As a first-generation college student, Jessica's opportunity set was different from her peers' from the get-go. She studied chemistry and couldn't afford to take an unpaid internship in a lab—"summers were for making money to pay next semester's tuition," she remembers—so she kept her job doing technical support for AOL. Her early exposure to tech piqued her interest, and she ended up joining a startup after graduation, working her way up to being a project manager. Later, after teaching herself SQL and enjoying it, she tried her hand as a developer. She found the work "too isolating," so she transitioned into being a technical account manager and worked at a variety of firms, from small startups to big multinational corporations, until she found the Goldilocks fit at DigitalOcean.</p><p>Along the way, as she was exposed to a wide range of work cultures, people, and problems, she built up answers to the questions she'd had at the beginning, like "Which direction should I take my career?" and "How do I approach my boss?"</p><p>Jessica now counts her soft skills, like empathetic communication, as some of the most valuable things she brings to the table. Being an outsider at first—and a fairly invisible one, because as Jessica says, "People who come from a background of lower income might not be willing to out themselves; it's not something you kind of mosey in with and say, 'Hi, y'all, I'm a first generation college student'"—meant that she had to find her way into tech from the outside. Doing so has made her especially understanding of other people.</p><p>"Tech is very relationship-based," says Jessica. "I think we could all do a lot more to try and understand where people might be coming from, because we all have different experiences, different backgrounds, and different baggage."</p><h3>Paying it forward by mentoring others</h3><p>With help from friends and from managers who have since become friends, Jessica more than made up for any gaps she had in her first few years on the job, and now she's helping others.</p><p>It started with women reaching out and asking Jessica to help them navigate the various personalities and politics of work life, she says. "One woman came to me and said, 'I see you getting these folks to do stuff that I would never guess I could actually get them to do—can you help me figure out when and how to communicate with them?'" remembers Jessica. She did that for several more women, and has since been tapped to be a formal mentor through DigitalOcean's mentorship program.</p><p>When she's mentoring other women in tech, a lot of her advice focuses on navigating the situation from the other person's perspective. "As women, we've got to toe that line. We don't want to be called too aggressive, and we also can't be too meek," she notes.</p><p>"I try very hard to put myself in the shoes of the other person. We're in tech, and there's always conflict on some level, right? Something's always changing. Someone's resisting the change. There's always something going on, and there are a lot of strong personalities," says Jessica.</p><p>She coaches her mentees to learn how their coworkers and bosses think, and to try to approach problems from their perspective. "If you can put yourself in their shoes and understand why they might be feeling a little insecure or feeling like their job's in jeopardy or feeling like they're being snubbed or that they're being taken advantage of, you can figure out how to approach them," she says.</p><h3>Five key pieces of advice for women in tech as they navigate their careers<br/></h3><p>We asked Jessica to distill some of the wisdom she shares with her mentees in order to share it with our readers. Here's what she had to say:</p><p>1. "Pay attention to everyone. If people are reaching out to you, you'll naturally figure out who you should be listening to over time,<strong> but it's always good to take in the information.</strong>"</p><p>2. "Remember that <strong>you're going to stumble and you're going to misstep and that's okay.</strong>"</p><p>3. "Some relationships can last for a really long time and serve you well beyond the current role you're in—try to be open to them. I grew up very much not trusting of people, and at some point you have to <strong>start trusting yourself to make those decisions</strong>."</p><p>4. "<strong>Find the people who are willing to help</strong>. They're always there. I have yet to enter a place where they're not, and I've entered some hostile places."</p><p>5. "And then when you're at that point, be the helper. <strong>Pay it forward and be the one to help the generation coming in after you </strong>because they're going to need it, too."</p><h3>Creating the future she wants at DigitalOcean</h3><p>Jessica has always taken an active role in planning her career. She accepted a job offer in order to work with a manager she knew she could learn from, even when that meant another cross-country move. She's said no to promotions that would cost her the work-life balance she's worked hard to establish. So when she was considering a job at DigitalOcean, she tried to see where it would fit in with her larger career and life goals.</p><p>She'd never worked for a remote-friendly company before, but loved that DigitalOcean's setup—with headquarters in New York and offices in places like Cambridge and San Francisco, and the option to work from home—would allow her to move back home to New Mexico to be closer to her mom, while still getting some face time in with the team during her trips back to California to see friends. </p><p>Coming up on her second year of working for DigitalOcean, she says it's one of the best decisions she's ever made. As a technical program manager, she manages cross-functional initiatives with lots of moving pieces, leaning on her strong communication skills to connect stakeholders between departments, document progress, and unstick problems along the way.</p><p>DigitalOcean's combination of meaningful work, positive culture, and remote-friendly policies have worked out for Jessica. "I don't know that I ever want to go back into an office, ever!" she says, laughing.</p><p><em>If DigitalOcean's culture and remote-friendly work policies sound intriguing, check out their open roles</em><a href="https://powertofly.com/companies/digitalocean1" target="_blank"> <em>here</em></a><em>.</em></p>
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June 25, 2020
For Employers
How Leaders Can Support Their Black Employees
A five-step framework for addressing systematic racism at work
The world has changed in the past few weeks.
We're watching corporations and organizations across the world come out in support of Black lives in droves. Many of those organizations are doing so for the first time in their history.
<p>But supporting Black people goes beyond sharing a mission statement or putting out a press release. It requires dedicated, ongoing work and resources.</p><p>As leaders in the Diversity and Inclusion space, PowerToFly has been getting questions from business leaders on what else they can do. How can they make Black employees feel supported at work? What kind of analysis should they be doing on their own processes and policies to root out systematic racism they may be perpetuating? And how can they keep these conversations about race and racism going even after the media coverage has died down? </p><p>A few weeks ago, in my role as PowerToFly's Director of Global Diversity and Inclusion, I held a chat-and-learn two weeks ago focused on how individuals could be better allies to their Black colleagues and friends. (You can watch a recording of our conversation <a href="https://powertofly.com/career/live-chats/276535-being-an-ally-to-black-colleagues-and-peers" target="_blank">here</a> and read my summary of takeaways <a href="https://powertofly.com/career/webinars/277594-how-leaders-can-support-their-black-employees" target="_blank">here</a>.) Two weeks ago, I held another webinar, this time focused specifically on what leaders—whether CEOs, executives, HR managers, or frontline team leads—can do to support their Black employees. You can<a href="https://powertofly.com/career/webinars/277594-how-leaders-can-support-their-black-employees" target="_blank"> watch a replay</a> or read on for my summary of key points and advice on the subject. </p><p>A reminder: none of what's going on right now is a Black problem. This is an American problem and even a global problem. Black people cannot end systematic racism or white supremacy, and we need white Americans and other allies to work together to end it. We need everyone in the boat with us, rowing together, if we're to see any real change. I know that fighting for that change isn't always comfortable or easy, but it's vital that we do it. It's especially important that all of you leaders, who have seats at the table to change policy and be actively anti-racist in your organizations, do it. </p><p>Thank you for joining the fight.</p><h2>A five-step framework for addressing systematic racism at work</h2><p>Most of us were taught not to discuss race, politics, or religion at work. But times are different now, and ignoring how race and racism impact work is the wrong thing to do. It's vital to address racism in the workplace not just for your employees, but also for the general public, who are noticing which companies are speaking up for what's right and which companies aren't. It'll be increasingly important in the future for leaders to commit to this change as workers and consumers alike seek to align themselves with organizations that share their values. </p><p>To aid you as you start doing that work, here are five steps you can take to start addressing racism at the workplace.</p><h3>1. Get comfortable with having candid conversations about race.</h3><p>There's no such thing as being colorblind. Saying so is problematic. We can't address the things that need to be fixed if we don't see color. Start by acknowledging that there are certain groups of people who are treated differently or haven't had the same opportunities. Start by accepting that you don't have all (or even any) of the answers, but that you're committed to working towards them.</p><h3>2. Do regular, mandatory training on inclusivity, sensitivity, and other race-related topics.</h3><p>Most workplaces have certain courses that are required, at least for managers and leaders, like sexual harassment courses or compliance training. If you want to make it clear that race is important and that racism won't be tolerated at your workplace, you need to invest in mandatory inclusivity training.</p><p>It has to be more than just a check-the-box activity. Your approach can't be, "Oh, everybody took unconscious bias training, we're good to go."</p><p>Just like anything else in your business that you really care about, you'll need to devote money and time to actively dismantling systematic oppression. That looks like monthly or quarterly workshops, having a speaker series where you invite SMEs to take on diversity topics, and investing in a D&I leader or in a resource group and partnering with them to regularly train and educate your workforce.</p><h3>3. Address systemic issues in how you hire, pay, and promote employees.</h3><p>A Black Lives Matter press statement is necessary but not sufficient when it comes to addressing racism at your company. It's a great first step, but if you don't start addressing and making changes beyond the company values section of your website, it's all for naught.</p><p>Start by looking at your salaries. Is there equity in what you're paying Black employees compared to white employees? Don't assume that there is without taking the time to analyze the situation.</p><p>Do the same for employee promotion rates. Who is moving up into bigger management jobs—and who isn't?</p><p>Look at project allocation, too. Are the same people getting the same chances to appear and present in front of executives? Are your Black employees getting opportunities to work on stretch projects?</p><p>Once you understand where the inequities are in your business, address them. These issues have deep-rooted causes and won't go away overnight. You'll need to come up with an action plan and start working against it.</p><h3>4. Review your employee referral program.</h3><p>While employee referral programs can be great, they are often not the best way to attract diverse candidates. If you have a mostly male white workforce, then your employee referrals are going to reflect that. The majority of companies don't have diverse workforces, which warrants a closer look at how these programs are implemented.</p><p>Consider running specialized referral programs through employee resource groups for underrepresented minorities. If you have a Black or Latinx group, for instance, work with your HR or Recruiting teams to source referrals from those pools.</p><h3>5. Create executive sponsorship opportunities for Black employees.</h3><p>Sponsors can make or break a career path. They can fast-track someone to a leadership role, create opportunities, and give an employee cover to try something new. But if Black employees haven't had a chance to get in front of executives—if they aren't playing golf with them, going out to dinners and lunches with them, or working with them on high-priority projects—they won't get those benefits. Add an explicit diversity focus to current sponsorship initiatives, and if none exist, create them in partnership with ERGs.</p><h3>Tips and guidance to inform your approach</h3><p>In implementing the above five steps, you may find yourself feeling unsure or uncomfortable. That's natural, especially if discussing race is something you haven't done before. Remember that to do this work well, you need to be willing to listen and to learn. Below, I've provided answers to some community-sourced questions on how exactly to do that.</p><p><strong>How can I navigate a conversation with Black employees in a way that makes them feel supported?</strong></p><p>As business and HR leaders, you might be wired to be very solution-oriented and to want to fix things for your employees. But you can't immediately fix racism or fix an employee's experience with it at work.</p><p>When talking about race with employees, do not make it about you. If an employee is talking to you about what they're feeling or going through, you can say things like, "I'm so sorry you're going through that" or "I hate that you're feeling that way" or "I care about you." Do not say "I know what you're going through" if you don't. Do not apologize on behalf of the white race or in any other way make it about what you're feeling, whether that's guilt or frustration or anything else. Just listen.</p><p><strong>How can I—or should I—check on Black employees without disrupting their privacy?</strong></p><p>Keep in mind that Black people have been taught to assimilate and blend in as much as possible, especially at work. Being called out at work specifically for being Black is not going to be a comfortable thing for many people. Do not zero in on the one Black person on your team in a meeting, for instance, and ask them how they're doing with everything that's going on.</p><p>If you are going to do a check-in, do it in a one-on-one setting. Give your employee an opportunity to give you cues. Are they bringing up what's happening in the news? Are they sharing that they went to a protest? If not, maybe they don't want to talk about it.</p><p>If you decide to check in anyway, don't direct the conversation. Tell them that you're there to help if they want to talk and that you want to know how they're feeling. But if they don't want to engage, let it go. Remember, this is not about you and what you think you need to do to be a good or inclusive leader. This is about your Black employees and what they are feeling.</p><p><strong>How can I address colleagues who have implied or explicitly stated that they are not allies?</strong></p><p>Be conscious of your energy. There are policies to create at work. There are protests to attend in your neighborhood. There are kids to raise and jobs to do. Investing time in someone who does not care or opposes who you are or what you believe in is not good for you, so minimize those debates and focus on what you can change.</p><p>That being said, don't change your message to make people comfortable. Now is a time to take a stance. If your colleagues aren't willing to do that, it might be time to leave them behind. </p><p><strong>How can a primarily white team or organization support the Black community right now, especially if financial levers like expanding hiring aren't available?</strong></p><p>It's important to move towards creating a more equitable workplace and culture even if you don't have a Black employee on your team. It's the right thing to do. Remember that allyship is essential, and that white allies can have huge influence within organizations and communities. So start with the five steps above. If you have a budget beyond that, invest it in additional D&I training. Provide resources for doing anti-racist work in-house. Dedicate time every week in your team meeting to talk on topics relevant to the Black Lives Matter movement, whether that's defining what being an ally is, learning about systemic oppression, or brainstorming ways to get involved in your local community.</p><p><strong>How can I use levers to make sure my internal and external recruiting is as diverse as possible without being discriminatory?</strong></p><p>First of all, there's nothing discriminatory about asking for a diverse slate of candidates, whether you're asking an external recruiter or an internal team. You're not promising anyone a job based on their identity; you just want to make an effort to see a range of candidates. Hiring diversely doesn't happen by chance. You don't post a job and then just see a flood of resumes that perfectly represent all races and identities. That's called the "post and pray" approach and it's destined to fail.</p><p>If you're hiring internally, start by going to employee groups and encouraging group members to apply. Ask if they have anyone they'd recommend for the position. Make an effort to ensure that people know about open opportunities and what you're looking for.</p><p>If you have a recruiter or sourcer working with you, tell them that you want to look at a diverse pool of candidates.</p><h3>Going forward</h3><p>These are tough subjects to tackle and doing so will require sustained focus and resources. Thank you for doing this work. If there's anything we at PowerToFly can do to help as you continue down the path towards becoming an actively anti-racist organization, please feel free to reach out to me and my team at answers@powertofly.com!</p>
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July 31, 2020
5 Apps Every Entrepreneur Should Bookmark in 2020
Business owners and entrepreneurs rely on more technology than ever before to get the job done. In fact, there are dozens of different ways that businesses can use technology to assist their operations. It can speed up processes, reduce the potential for human error, save companies money and so much more.
<p>In particular, apps have played a significant role in helping businesses. There are apps to help with company finances, marketing, communication and everything in between. But with thousands of business-related apps out there, which are the best ones to go with?</p><p>I'm sharing five entrepreneur approved apps that anyone starting a business should have in their back pocket.</p><h2><a href="http://disputebee.com" target="_blank">Dispute Bee</a></h2><p>Your credit score plays a very important role both when starting and running a business. If you need to get a loan or borrow money of any kind, your credit will determine your rate and what you can borrow. Low credit can hurt your company and while low credit is often earned by irresponsible spending or missing payments, there can also be mistakes on your report that are impacting your credit.</p><p>That is where Dispute Bee comes in. This software can repair your credit automatically by helping you dispute things like late payments, credit inquiries, medical debt or others. See, <a href="https://disputebee.com/article/remove-late-payments/" target="_blank">late payments can drag down your credit score</a> and make securing the money you need very difficult or expensive.</p><h2><a href="https://quickbooks.intuit.com/app/apps/home/" target="_blank">Quickbooks</a></h2><p>Accounting has <a href="https://smallbusiness.chron.com/role-accounting-business-459.html" target="_blank">a very important role</a> in the world of business. It allows you to visualize how your business is performing, helps track expenses, make payments more comprehensive while helping you prepare for tax time. Doing everything manually, without assistance can be a bit of a nightmare - thankfully, that is where Quickbooks comes in.</p><p>Quickbooks is an incredibly powerful software that's also very user friendly without sacrificing features. Within the app you can monitor and track both income, expenses, assist with invoicing, track cash flow, and give accurate reports that make it easy to see where your business is at financially. You don't need to be an accounting wiz to understand Quickbooks - it's that easy.</p><h2><a href="https://getpocket.com/" target="_blank">Pocket</a></h2><p>The Pocket app is all about saving content for later. With Pocket, you can quickly save any article, post, video or story from a wide variety of websites and apps. The content is then stored in one place making it even easier to revisit down the road, and is even available when your device is offline - talk about going off the grid!</p><p>While the idea is simple, the app is incredibly popular and can be valuable for entrepreneurs who find things they are interested in, but may not have time to check it out right away. Pocket is a one-stop-shop for all the important information you want to read, learn, and grow from, but don't immediately have the time to dive into. </p><h2><a href="https://buffer.com/" target="_blank">Buffer</a></h2><p>Want to grow your audience and community? Buffer is your go-to app. We all know that social media is an incredibly important way to engage with your audience, not to mention learn about what your target demographic is interested in right now. Unfortunately, managing your social media accounts can take a lot of time - something most entrepreneurs don't have a lot of. </p><p>Apps like Buffer will simplify your social media management strategy into one seamless interface. Buffer's tools allow you to publish and schedule content, analyze campaigns, build your community and engage with your following. The app is very clear and easy to navigate, not to mention make your social media game much more efficient.</p><h2><a href="https://todo.microsoft.com/tasks/" target="_blank">Microsoft To Do</a></h2><p>As an entrepreneur in 2020, it can be daunting to think about what needs to be done each day while prioritizing your ever growing list of responsibilities. As a result, it is a good idea to have a to-do list. While you could go old-fashioned with a pen and paper, why not use an app like To Do?</p><p>Created by the team that developed the popular Wunderlist, Microsoft To Do is an app all about keeping track of your daily duties. With the ability to share with others and between devices, this smart daily planner is not only intuitive but a must-download if you're one of those people who needs to physically "check" boxes each day. </p>
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July 30, 2020
uShip, Inc.
Prep For Your Next Interview With These Tips From uShip Recruiter
Angie Meier, Senior Manager of Talent Acquisition Manager for uShip, shared some top-notch resume tips with us, as well as a behind-the-scenes look at the interview process at uShip!
uShip is the world's first and largest shipping marketplace backed by a creative, diverse, and supported team.
"Innovation is one of our core values, so we're always looking for people that are curious to help us continue to evolve".
Interested in roles at uShip? Click here to learn more.
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