Thanks Jason for putting all this together, always appreciate when you do this for the events as it helps me to get my head into the game from different aspects that I don't always have front of mind. For the question posed to the session I am part of:
A) Two things for vendors to start doing:
Thing one: Be crisp and succint in your product pitch, especially with the service/offering attributes (history, source of data, data management applied if at all, potential biases/incompletes etc. The more up front crisp I get, the faster and easier it is for myself and my colleagues to connect the dots, assess the probability and make a decision whether to use the vendor's time (and of course our time). In this include your vision for 3+ years out (and don't worry about whether you get it beautiful or high fidelity - put risk on through the communication.
Thing two: Communicate with me your pitches and ideas - I perceive I am easy to find on LinkedIn and I take cold calls and cold e-mails as well. Especially for the smaller vendors who are founder/leader staffed first and foremost - I will engage and respond. P.S. Don't put details in social media platforms, not a good security approach in my opinion.
B) Two things for vendors to stop doing:
Thing One: Related to the above first thing to do, do not inaccurately represent the product and services (whether under or over), work to be as accurate as possible. Keep it simple, have a at most one pager for the initial - bios, company provenance, focus, distinctive competence, practical vision statement, regulatory risks you are aware of and how dealing with them. That's all I need for an initial assessment, probability of hit, probability of the whom would care, and whether to keep investing our joint time.
Thing Two: If you are a small or medium vendor, I have (as likely many of my contemporaries do) a well curated "mid-point" contract that we can use together for the commercial agreement. You do not need to go get a lawyer to construct one and invest your $ into the engagement (except for review of ours). It's fair and balanced and has evolved over time (we are now on version 14 measured over 13 years), I manage it personally and ensure it is a "good deal", and have tested with external counsel and many vendors. Let's make it easy to do business together.
Thanks Jason for putting all this together, always appreciate when you do this for the events as it helps me to get my head into the game from different aspects that I don't always have front of mind. For the question posed to the session I am part of:
A) Two things for vendors to start doing:
Thing one: Be crisp and succint in your product pitch, especially with the service/offering attributes (history, source of data, data management applied if at all, potential biases/incompletes etc. The more up front crisp I get, the faster and easier it is for myself and my colleagues to connect the dots, assess the probability and make a decision whether to use the vendor's time (and of course our time). In this include your vision for 3+ years out (and don't worry about whether you get it beautiful or high fidelity - put risk on through the communication.
Thing two: Communicate with me your pitches and ideas - I perceive I am easy to find on LinkedIn and I take cold calls and cold e-mails as well. Especially for the smaller vendors who are founder/leader staffed first and foremost - I will engage and respond. P.S. Don't put details in social media platforms, not a good security approach in my opinion.
B) Two things for vendors to stop doing:
Thing One: Related to the above first thing to do, do not inaccurately represent the product and services (whether under or over), work to be as accurate as possible. Keep it simple, have a at most one pager for the initial - bios, company provenance, focus, distinctive competence, practical vision statement, regulatory risks you are aware of and how dealing with them. That's all I need for an initial assessment, probability of hit, probability of the whom would care, and whether to keep investing our joint time.
Thing Two: If you are a small or medium vendor, I have (as likely many of my contemporaries do) a well curated "mid-point" contract that we can use together for the commercial agreement. You do not need to go get a lawyer to construct one and invest your $ into the engagement (except for review of ours). It's fair and balanced and has evolved over time (we are now on version 14 measured over 13 years), I manage it personally and ensure it is a "good deal", and have tested with external counsel and many vendors. Let's make it easy to do business together.