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A lot of leaders are trying to become more visible online.

They are posting more. Commenting more. Sharing more lessons, stories, and ideas.

That effort can help.

But attention by itself is not the goal.

The real question is what happens after someone notices you.

Where Should Your LinkedIn Attention Go?

A lot of leaders are trying to become more visible online.

They are posting more. Commenting more. Sharing more lessons, stories, and ideas.

That effort can help.

But attention by itself is not the goal.

This framework started as part of a guest talk I gave with the Illinois Small Business Development Center Business Growth Academy at Waubonsee Community College.

Big thanks to Maria Malayter, PhD and the team for inviting me in.

The conversation was about building a clearer digital presence, but the lesson applies well beyond LinkedIn: attention only helps when it has somewhere useful to go.

The real question is what happens after someone notices you.

Do they understand what you do?
Do they trust your point of view?
Do they know where to go next?
Do they have a reason to come back?

If the answer is no, the content may be creating motion without building much value.

Attention should have a destination

Posting without a destination is easy to miss because it still feels productive.

You published the post.
People saw it.
Maybe a few people reacted.
Maybe a few people commented.

That feels like progress.

Sometimes it is.

But visibility only becomes useful when it helps the right person take a reasonable next step.

That step does not always have to be a sales call.

It might be reading a related article.
It might be joining your newsletter.
It might be viewing your services page.
It might be reviewing your portfolio.
It might be saving a checklist.
It might be learning enough to trust how you think.

The point is simple: content should lead somewhere useful.

Reach is not the same as trust

Reach tells you how many people may have seen the post.

Trust is different.

Trust is built when your content helps people understand your judgment.

For a business owner, that might mean showing how you think about cost, risk, and customer experience.

For a healthcare leader, that might mean explaining how technology decisions affect staff capacity, compliance, and patient operations.

For a nonprofit leader, that might mean showing how to make better systems decisions without wasting limited resources.

For an IT services firm, that might mean helping prospects understand what good support, governance, and security should look like before there is a problem.

The common thread is clarity.

People should leave your content with a better understanding of the problem, the decision, or the next step.

That is what turns a post into more than a moment.

The three jobs of useful content

Before publishing a post, it helps to know the job of the content.

Most content should do at least one of these three things.

1. Build proof

Proof shows that you understand the real problem.

This can come through examples, lessons learned, practical breakdowns, case stories, or a clear point of view.

Proof does not mean showing off.

It means helping the reader see that you have thought about the issue from more than one angle.

A strong proof-building post might answer questions like:

• What problem do we keep seeing?
• Why does it happen?
• What does it cost when leaders ignore it?
• What should a practical first step look like?

Proof is especially important in services businesses, consulting, technology, healthcare, and other trust-heavy fields.

People are not just buying a solution.

They are buying confidence in your judgment.

2. Build trust

Trust comes from consistency.

Not just posting often.

Posting with a consistent point of view.

A leader who talks about every topic under the sun may get attention, but the audience may not know what to remember them for.

A leader who keeps returning to a clear set of problems becomes easier to understand.

For me, those themes include modernization, cybersecurity, data, project delivery, governance, and better business systems.

That does not mean every post must be technical.

It means the audience should be able to connect the post back to a larger body of work.

Trust grows when your content feels steady, useful, and aligned with the problems your audience actually faces.

3. Point to a next step

A next step does not need to be aggressive.

In fact, it usually should not be.

Most readers are not ready to buy after one post.

But they may be ready to learn more.

That is where a clear destination matters.

A useful next step might be:

• A newsletter for deeper thinking
• A service page for business context
• A blog post that expands the idea
• A tool or checklist
• A portfolio or case example
• A contact page for people already looking for help

The key is to match the next step to the intent of the post.

A thought leadership post might lead to a newsletter.

A practical checklist might lead to a related tool.

A service problem might lead to a service page.

A personal story might lead to an about page or speaking page.

The next step should feel natural.

A simple example

Imagine a founder posts every day about business lessons.

The posts are thoughtful. Some get good reactions.

But the profile has no clear offer, no newsletter, no useful article library, no services page, and no obvious way to understand how the founder helps.

That founder may be building awareness, but the attention has nowhere to land.

Now imagine the same founder makes a few changes.

The profile explains who they help.

The featured section points to a useful guide.

The newsletter captures the deeper lessons.

The services page explains the problems they solve.

The posts connect back to those resources in a calm, useful way.

The content did not become louder.

It became more connected.

That is the difference.

The destination should be ready before the traffic arrives

This is where many leaders get stuck.

They focus on posting more before they fix the place they are sending people.

A weak destination can quietly waste good attention.

Before you ask people to visit your website, subscribe, book a call, or review your services, check the basics.

Website and profile checklist

• Can a visitor understand what you do in less than 10 seconds?
• Is your best next step easy to find?
• Does your profile match your current positioning?
• Does your services page explain problems in the customer’s language?
• Is there at least one useful resource for people not ready to buy?
• Are your strongest ideas saved somewhere beyond the social feed?
• Does your newsletter, blog, or resource page give people a reason to come back?

This does not require a perfect website.

It requires a clear one.

What leaders should ask before posting

What leaders should ask before posting

Before publishing, ask these five questions.

1. Who is this for?

Be specific.

A post written for everyone usually lands with no one.

Is it for SMB owners?
Healthcare executives?
Nonprofit leaders?
Technology decision-makers?
Operations leaders?
A business evaluating outsourced IT support?

The audience shapes the language.

2. What decision does this help them make?

Good content helps the reader think better.

It might help them avoid a bad vendor decision.
Prioritize a system upgrade.
Understand a risk.
Ask better questions.
Recognize a pattern.
Start a better internal conversation.

If the post does not help the reader decide or understand something, it may not be ready.

3. What should this post build?

Pick the main job.

Is this post meant to build proof?
Build trust?
Start a conversation?
Point to a resource?
Clarify your point of view?

Do not ask every post to do everything.

4. Where should the attention go?

This is the part people skip.

If someone likes the post and wants more, where should they go?

Your profile?
Your website?
Your newsletter?
A tool?
A related article?
A services page?

Make the path easy.

5. Is the destination useful?

Do not send people to a dead end.

If the post creates interest, the destination should reward that interest.

That might mean a clearer landing page, a stronger article, a better newsletter signup page, or a resource that helps people solve part of the problem.

The leadership lens

This is not only a marketing issue.

It is a systems issue.

A leader would not spend money driving people into a broken process and call it progress.

The same standard should apply to content.

If your content is attracting attention, the next step should be clear, useful, and aligned with your business goals.

That matters even more in trust-heavy industries like healthcare, finance, education, and nonprofit services.

People in those spaces are not only looking for visibility.

They are looking for judgment, clarity, reliability, and proof that you understand the environment they operate in.

Your content should help them see that.

A better way to think about content

The better question is not always, “How do we get more reach?”

A better question is, “What should this attention help build?”

That shift changes the work.

It moves content from activity to strategy.

It forces you to connect the post, the profile, the website, the newsletter, and the service offering.

It also makes content easier to evaluate.

Not every post will create a lead.

Not every post should.

But over time, your content should make it easier for the right people to understand three things:

• What you believe
• How you think
• Where they can go next

That is how attention starts becoming an asset.

Posting more is not the same as building a stronger digital presence.

A stronger presence has direction.

It builds proof.
It builds trust.
It gives the right people a clear next step.

Before your next post, ask one question:

Where is this attention supposed to go?

If you want more practical thinking on better systems, clearer decisions, and leading change without chaos, subscribe to the Better Systems newsletter.

This article expands on an idea I first shared on LinkedIn.

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Wylie Blanchard, BSBA ‘08

Wylie Blanchard, is an executive technology advisor and the Founder of Reintivity Technology Solutions, helping organizations modernize, secure, and simplify their IT, especially in healthcare and financial services. With 20+ years leading large, cross-functional initiatives, he is the author of Zero-Downtime Care, an Amazon #1 bestseller focused on practical modernization for healthcare leaders. 

Transcript

Academic Guides: Archived Webinars: Alumni and employer voices. (n.d.). https://academicguides.waldenu.edu/careerservices/careerwebinars/employer-voices/#s-lg-content-84238368

Walden University Career Planning and Development. (2026, March 16). Alumni Voices featuring Wylie Blanchard, BSBA ‘08 [Video]. YouTube. https://www.youtube.com/watch?v=FC-46BO5cqY

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At The Exchange 2026 hosted by the Chicagoland Chamber of Commerce, I heard a version of the same concern again and again.

Leaders were not asking for more apps. They were not asking for a bigger stack. They were not asking for technology for technology’s sake.

They wanted fewer surprises.

They wanted support issues to stop turning into fire drills. They wanted less time lost to manual work. They wanted a better handle on security. And they wanted to understand where AI actually fits without creating more risk or confusion.

That is a healthy instinct.

For most organizations, especially lean teams and regulated teams, the goal is not to keep adding tools. The goal is to make operations more steady, more usable, and easier to trust.

Stable and predictable IT may not sound exciting, but it is what gives your team room to do good work.

Why so many teams still feel stuck

A lot of tech frustration gets blamed on outdated systems or limited budgets. Those are real issues. But they are usually not the whole story.

In many cases, the deeper problem is operational drift.

Over time, teams accumulate one more platform, one more workaround, one more inbox, one more approval step, one more process that nobody fully owns. The stack grows, but clarity does not. Support slows down. Small issues hang around too long. Manual work becomes normal. Security becomes something people talk about separately instead of something built into daily operations.

Then a new priority shows up. Maybe it is AI. Maybe it is automation. Maybe it is growth. Maybe it is compliance pressure.

Now the team is trying to move faster on top of a shaky foundation.

That is when leaders start saying things like:
“Why does this still take so long?”
“Why do we keep seeing the same issue?”
“Why does every improvement feel harder than it should?”

Those are usually not tool questions. They are operating model questions.

What stable and predictable IT actually looks like

When technology is working the way it should, the environment feels calmer.

Not perfect. Not silent. Just calmer.

Here is what that usually looks like in practice.

1. Support is measurable

If support feels random, the business feels random too.

Stable teams know what is coming in, what is repeating, what is aging, and what needs escalation. They can tell the difference between a true exception and a recurring pattern. They are not just closing tickets. They are reducing the reasons tickets happen in the first place.

A good question to ask is:
Do we know which issues are costing us the most time every month?

If the answer is no, start there.

2. Workflows are simpler than they used to be

Manual work has a way of hiding in plain sight.

A report gets rebuilt every week. Data gets copied from one system to another. A team member becomes the workaround. People memorize steps that should have been fixed six months ago.

When leaders talk about productivity, this is often the real issue. Not effort. Friction.

Stable IT reduces unnecessary steps. It makes routine work easier to complete, easier to train, and easier to support. It removes dependency on heroics.

A helpful question here is:
What repeat task wastes time every single week, and why are we still tolerating it?

3. Security is part of the operating rhythm

Security should not live in a separate conversation from operations.

If access is messy, if email risk is unmanaged, if approvals are inconsistent, or if users are unclear on basic expectations, the organization is carrying avoidable risk whether leadership sees it or not.

This matters even more when teams are experimenting with AI tools. You cannot safely move fast with new tools if your access controls, data handling practices, and user habits are loose.

Good security practices are usually not dramatic. They are consistent.

They show up in how access is granted, how changes are approved, how people handle email, how systems are reviewed, and how issues are documented.

A useful question to ask is:
Are our daily habits making the environment safer, or just more familiar?

4. Ownership is visible

One of the fastest ways to create confusion is to let a system, workflow, or recurring issue belong to everyone and no one.

Stable environments have clear owners.

Someone owns the tool.
Someone owns the workflow.
Someone owns the data.
Someone owns the next step when something breaks.

That does not mean one person does all the work. It means accountability is visible.

When ownership is unclear, problems sit. Work slows down. Frustration grows. People fill the gaps informally, which creates even more confusion later.

Ask this:
Who owns this process after launch, not just during setup?

That answer matters more than most teams realize.

5. Change does not break the business

A healthy environment can absorb change.

It can handle a new process, a new vendor, a new automation, or a new AI use case without throwing the whole team into reactive mode.

That is what leaders should want.

Not constant change for its own sake. Controlled change that the business can actually support.

Before adding another platform or pushing a broad AI initiative, ask whether the current environment can carry it. If the team is already buried in ticket churn, manual work, and unclear ownership, adding more tools will usually add more noise.

The basics still matter because the basics determine whether change becomes progress or just more disruption.

Five questions to ask before you buy another tool

Before you add one more platform to the stack, take a step back and ask:

1. What specific recurring issue are we trying to fix?
2. Is this really a tool problem, or is it a workflow or ownership problem?
3. What manual task is costing us the most time each week?
4. What risk gets harder to manage if we add another system here?
5. Who will own adoption, support, and cleanup after go-live?

These questions can save a team a lot of money and a lot of frustration.

A practical example

Sometimes a team says they need AI.

What they actually need first is to reduce ticket churn, tighten email and access practices, clean up one or two broken workflows, and make sure ownership is clear.

Once that foundation is in place, AI becomes easier to evaluate and safer to use. The conversation gets more practical. The risk gets easier to manage. The results are usually better.

The same is true for automation, reporting tools, and most other tech investments.

Better decisions start with a clearer operating baseline.

The real goal

The goal is not more complexity.

The goal is fewer surprises.

That means less friction, clearer ownership, steadier support, and security habits that hold up under pressure. It means building an environment your team can rely on, not just one they have learned to work around.

In healthcare, education, nonprofit, insurance, government, and other regulated settings, this matters even more. Downtime, weak controls, and recurring support issues do not stay contained. They ripple out into service, trust, and execution.

Stable and predictable IT is not flashy.

It is what lets people do their jobs with confidence.

If your team is dealing with the same repeat issue over and over, start there. You may not need another tool. You may need a clearer plan.

If you want a simple place to start, take inventory of one recurring issue, one manual workflow, and one security habit your team should no longer be working around. That exercise alone will tell you a lot.

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Usually, the issue is not effort. It is visibility.

I was reminded of that during a recent Walden University Alumni interview. The conversation touched a common problem in both careers and leadership: important work often gets described too vaguely, documented too late, or handed off without clear ownership.

When that happens, the value is harder to see. Good work starts to look like routine activity. Wins get forgotten. Leaders miss the business impact. And when decisions about promotions, budgets, or support need to be made, the proof is not easy to find.

That is a problem for individual contributors. It is also a problem for managers, executives, and business owners.

Good work gets overlooked when the impact is invisible.

The first mistake is describing work like a task instead of a result.

A lot of professionals say things like:

“I led the project.”
“I managed the implementation.”
“I supported the rollout.”

Those statements may be true, but they do not tell leadership what changed.

Leadership is usually listening for a few simple things:

• What changed?
• Why did it matter?
• What outcome improved?

That is why outcome language lands differently.

Instead of:
“I managed the implementation.”

Try:
“We completed the implementation on schedule, reduced follow-up issues, and gave leadership a clearer view of risk.”

Instead of:
“I led the project.”

Try:
“We cut response time by 28% and reduced escalation risk.”

The second version gives people something they can understand and remember. It makes your contribution easier to use in a staffing conversation, a performance review, an interview, or a budget discussion.

This is not about making ordinary work sound dramatic. It is about describing the real value clearly.

Why strong work still gets forgotten

Even when people know they should speak in outcomes, many still run into the same problem:

They did not capture the proof while the work was happening.

That has real consequences.

Promotions get missed because examples are vague.
Interviews feel weaker than they should because the best wins are hard to recall.
Managers try to advocate for someone with only part of the story.
Teams complete meaningful work, but months later no one can point to the evidence.

In a lot of cases, professionals do not have a performance problem. They have a documentation problem.

One habit helps more than most people realize: keep a career receipts file.

This does not need to be polished. It does not need to look like a resume. It just needs to be a simple place where you capture evidence as it happens.

What to capture in your receipts file

Keep it simple. When something important happens, write down:

1. What changed
2. What outcome improved
3. What risk, cost, or delay was reduced
4. What part you owned
5. Any metric, deadline, or result that helps prove it

That may look like this:

Weak version:
“I supported the rollout.”

Stronger version:
“I helped complete the rollout on schedule, reduced follow-up issues, and gave leadership a clearer view of risk.”

Weak version:
“I worked on reporting improvements.”

Stronger version:
“I improved reporting turnaround, reduced manual rework, and gave leaders faster access to decision-ready information.”

You are not trying to write your annual review in real time. You are building a record that makes future conversations easier and more accurate.

That file can help with:

• performance reviews
• promotion discussions
• job interviews
• resume updates
• team recognition
• manager advocacy

Most people undersell themselves because they rely on memory. Memory is inconsistent. Evidence is much more useful.

Where leaders make this worse without realizing it

This issue does not sit only with employees.

Leaders often create the same problem when they fail to define what success looks like, what proof matters, and who owns the result.

That matters even more when outside support is involved.

You can hand off execution.
You cannot hand off accountability.

A consultant, vendor, agency, MSP, or implementation partner may own delivery tasks. They do not own your internal trade-offs, your business risk, or your final decisions.

That breakdown usually starts in a few predictable places:

• Success criteria
• Decision rights
• Exception handling
• Final sign-off

Once those areas get fuzzy, confusion turns into risk. The work may still get done, but the ownership story gets weaker. Teams start assuming someone else is tracking outcomes. Vendors assume the client will make the final call. Internal leaders assume the partner is carrying more accountability than they really are.

That is when good execution can still produce a disappointing result.

The strongest teams keep ownership visible, even when work is shared.

What good looks like in practice

Whether you are trying to grow your career or lead a team, the pattern is similar.

Good work becomes easier to support when you do four things consistently:

1. Track outcomes, not just effort
   Do not stop at what was done. Capture what changed because it was done.
2. Translate work into business language
   Speed, risk, cost, compliance, customer experience, staff efficiency, and revenue impact are easier for leadership to use than activity summaries.
3. Save the proof while it is happening
   Do not wait until the annual review, the interview, or the board update to reconstruct the story.
4. Keep accountability visible
   When work is shared, be clear about who defines success, who approves trade-offs, and who owns the final result.

These habits help at every level.

• For professionals, they make your value clearer.
• For managers, they make advocacy easier.
• For executives, they improve decision quality.
• For organizations, they reduce the gap between effort and recognition.

A simple question to ask yourself

Before your next review, interview, project update, or leadership meeting, ask:

If someone had to explain the value of my work in two sentences, would they have the proof to do it well?

That question gets to the heart of the issue.

Good work should not disappear because it was described like maintenance.
Good work should not be undervalued because nobody captured the outcome.
And good leadership should not assume accountability moved just because execution did.

When value is clear, support gets easier.
When proof is available, advocacy gets stronger.
When ownership stays visible, results hold up better.

That is true for careers. It is true for teams. And it is true for businesses trying to scale without losing clarity.

For more practical ideas on leadership, technology, and business execution, join my newsletter or explore more articles here on the site.

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They’re losing sleep over what happens when old tech fails at the worst possible moment.

1. Slow systems and processes
   Staff workarounds, duplicate entry, and delayed reports quietly draining capacity.
2. Weak security
   Outdated systems that haven’t kept pace with today’s cyber and compliance demands.
3. IT misalignment
   Technology decisions that don’t line up with clinical, operational, or financial priorities.

None of these are “just IT problems.” They’re leadership problems.

The good news: with the right playbook, you can modernize without blowing up your day-to-day operations—or overwhelming your team.

Zero-Downtime Care was written to give healthcare executives, directors, and founders a plain-English framework to do exactly that.

Kindle edition link below.
Thank you!

https://a.co/d/90PKbcw

This content was originally posted on LinkedIn.

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As we approach 2025, I’m excited to share some big goals I’ve set for myself and my business. Every November, I reflect on ways to grow, both personally and professionally, and this past November was no different.

Here’s a glimpse into what I’m focusing on in 2025:

Writing and Publishing My First Book

This year, my personal goal is to write and publish my first book. Publishing a book has been a long-time aspiration of mine and is an opportunity to channel creativity, share insights, and accomplish something deeply meaningful on a personal level. As part of this, I’m applying my “5 to 10% personal development rule,” dedicating no more than 5-10% of my time and income to this project.

Here’s where I stand:

• Exploring Content Options:
  • I’ve already drafted two books:
    • A passion project about technology careers.
    • A business-focused book targeting my ideal audience, which I’ve revised twice but may still refine further.
  • Alternatively, I may start fresh and write a completely new book that better meets the needs of my audience.
• Publishing Insights:
  • I recently read The Nonfiction Book Publishing Plan by Karl Palachuk and Stephanie Chandler, which provided valuable insights into the self-publishing process. It also helped confirm my assumption that self-publishing my first book would likely require more time than my 5-10% rule allows.
  • To balance my time commitments, I’m leaning toward working with a hybrid publishing company for this first book. This approach will provide the structure I need while ensuring I can meet my personal and professional priorities.
  • Self-publishing is still on the table for future books once I’ve mastered the process and can dedicate more time.

Aligning Personal and Business Goals:

This year, I’ve decided to align my personal goals with my business objectives to create a stronger, more cohesive path forward. A significant shift I’ve embraced is becoming more publicly active—a step I haven’t taken in several years. By aligning my personal and professional growth, I’m taking a strategic approach to strengthen my business and personal brand:

• Q1: Redefining my personal brand marketing strategy.
• Q2: Increasing my public presence by participating in events and networking.
• Q3: Developing a robust process to better engage my target audience.

I’ve also partnered with a marketing firm to fine-tune specific aspects of my business marketing. Their expertise will complement my efforts to enhance my overall strategy.

Looking Ahead

2025 is shaping up to be a transformative year. Publishing my first book—whether it’s a revised version of my current drafts or an entirely new project—will be a deeply personal milestone. By focusing on aligning my personal goals with my business strategy, I’m creating a foundation for growth and success in all areas of my life.

I’m excited about what’s ahead and grateful to have your support along the way. If you have advice, insights, or encouragement, I’d love to hear from you.

Let’s make this year one of meaningful achievements together!

Wylie Blanchard

Here are a few of my activities from 2024:

• What is Artificial General Intelligence (AGI) and Why Does It Matter?
• From NPD to the Cloud: Why Businesses Must Prioritize Cybersecurity Now
• Embracing AI in SMBs: Driving Competitiveness and Efficiency Through Technology
• Essential Disaster Preparedness Strategies: Safeguarding Your Business
• Innovating on a Budget: Strategies for Today’s Tech Leaders
• Embracing AI in SMBs: Driving Competitiveness and Efficiency Through Technology

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Here’s the full interview:

Get the bonus Q&A with the audience by visiting GreatTechPros.com.

Here are a few video clips from the discussion:

• Business Partnerships, Relationships and Trust.
• Working with a Partner to help meet a Client Objectives.
• Contractors, Vendors and meeting client needs.
• Handling Partnership Challenges.
• Partner Expertise and Education.
• Post-Interview: Thoughts on the Value of Business Partnerships.

Connect with Traci: 

You can connect with Traci on Linkedin and by visiting Temple-IT.com. 

Watch or Listen to Great Tech Pros anytime, anywhere.

• Watch on YouTube, 
• Tune in on Facebook Watch, 
• Listen on Google Podcasts, 
• Be all ears on Spotify, 
• Eavesdrop on Apple Podcasts, 
• and more.

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Here’s the full interview:

Get the bonus Q&A with the audience by visiting GreatTechPros.com.

Here are a few video clips from the discussion:

• Difference between Individual Contributor to Business Leader.
• Defining a Win as Individual Contributor vs Business Leader.
• Challenges when Moving into Tech Management.

You can connect with Jason on Linkedin, Facebook and Github. 

Watch or Listen to Great Tech Pros anytime, anywhere.

• Watch on YouTube, 
• Tune in on Facebook Watch, 
• Listen on Google Podcasts, 
• Be all ears on Spotify, 
• Eavesdrop on Apple Podcasts, 
• and more.

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Here’s the full interview:

Get the bonus Q&A with the audience by visiting GreatTechPros.com.

Useful Links:

• You can connect with Sean on Linkedin. 
• Regulatory Compliance in the United States. 

Watch or Listen to Great Tech Pros anytime, anywhere.

• Watch on YouTube, 
• Tune in on Facebook Watch, 
• Listen on Google Podcasts, 
• Be all ears on Spotify, 
• Eavesdrop on Apple Podcasts, 
• and more.

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Learn what clients are saying about his programs....

Here’s the full interview:

Get the bonus Q&A with the audience by visiting GreatTechPros.com.

Here are a few video clips from the discussion:

• What does Smart Technology Roadmapping Mean?
• Smart Technology Automation.
• Journey to a Career in Cannabis Technology
• How has the Product Road Map changed and evolved?
• What’s on your current Road Map?
• What’s changed from Individual Contributor to Company Leader?
• How are you addressing current customer pain points and challenges?
• Current State of the Cannabis Industry.

Useful Links:

• You can connect with Eric on Linkedin.
• Cannabis industry history in the United States.

Watch or Listen to Great Tech Pros anytime, anywhere.

• Watch on YouTube, 
• Tune in on Facebook Watch, 
• Listen on Google Podcasts, 
• Be all ears on Spotify, 
• Eavesdrop on Apple Podcasts, 
• and more.

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Learn what clients are saying about his programs....