The Newsweek Excellence Index spotlights companies that are successful at business while also out to elevate the well-being of customers and their communities. “Like the others on this illustrious list, our values define what we do as a company,” writes Augury’s VP of People, Danelle DiLibero. “And by following these values, we’re here to stand the test of time.”

We’re In The Relationship Business

“We don’t sell sensors and AI. We sell trust,” said Augury Co-Founder and CEO Saar Yoskovitz in a recent interview. “At Augury, we understand that our responsibility doesn’t end with putting sensors on machines. It goes well beyond that to the success and growth of our customer’s users and communities.”

Augury prides itself to be a company that delivers value – in every sense of the word – and that’s why we are proud to be included on the Newsweek Excellence Index 2025, as a company representing the Industrial AI/Advanced Manufacturing industry

Mindful Business Leadership

Newsweek and its partner, Best Practice Institute (BPI), have compiled this index from 1,000 companies in 25 industries and 100 categories.

As they put it: “Corporate success is not defined solely by the bottom line. This year, a group of companies set themselves apart as champions of business excellence by balancing financial success with a dedication to ethical practices, social responsibility and global sustainability. […] These companies prove that thriving requires not just strategic acumen but an unwavering commitment to doing the right thing for their stakeholders.”

We’ll certainly take that.  

Timeless Not Timely

The list features many startups. And we hope they stay on this list for years, along with ourselves now as a midsized company, and that we grow further together. 

Meanwhile, the included legacy companies are notable in that they have withstood the test of time and have been unwavering in their actions. These companies allow the foundation of their values to drive almost everything. They don’t change these values when faced with new situations or trends. These companies are timeless, not timely. They don’t just talk the talk but walk the walk.

Companies like Disney and Hilton consistently fulfill the expectations of those who engage with them. We hope that when people engage with Augury as employees or customers, they have the same feeling.  

People First. Always

The list aligns with one of our core values: People First. This value doesn’t end with our employees, it also includes our customers. We’re people who care and want to innovate while changing the face of manufacturing by helping people do their jobs better. 

 And we’re not here to be a fly-by-night. And we not only want to stay on this list, we’d like to see it grow.


 Read (and watch): “We Don’t Sell Sensors And AI. We Sell Trust”.

The post People First: Augury On Newsweek Excellence Index 2025 appeared first on Augury.

There’s no such thing as 9-to-5 when you work at a global company. But it doesn’t mean you need to fall for an associated brand of calendar creep as you deal with different time zones and work cultures – not to mention 24-7 accessibility. So, how do you protect yourself for the sake of your personal health, and achieve maximum effectiveness and efficiency?

 

Do you remember the good old days of good old-fashioned calendar creep? It was a time when your calendar was packed with too many non-essential meetings. Sure, a full calendar can give the illusion you’re having an efficient day. But are you having an effective one?

You could fight back easily enough by being vigilant: questioning the cadence of regular meetings (Can we make this weekly, bi-weekly?), wondering if you are really required (Was I cc:ed or actually needed?), or rethinking the parameters (Maybe do it over lunch?). These lines of inquiry would help you prioritize and ensure each meeting had an actual purpose for you being there.  

But lately, there seems to be a newer brand of calendar creep. It’s a little more ephemeral, targets those working at global companies, and was triggered by how digitally accessible we’ve all become.  

There’s Nothing Wrong With Shaking Things Up

Anytime you work at a global company, you must be flexible: typical working hours are unrealistic. There will always be conflicting time zones, holidays, seasons, and work styles.

When starting my career, I had a project with an office in Asia. We were exactly 12 hours apart. Whenever we met, it would be 8 a.m. or 8 p.m., and we would swap back and forth. It worked well because we agreed on it and felt that the burden was both minimal and shared. 

We tried to make it feel like a unique event and not a routine occurrence.

Later in my career, my global team (in multiple countries and time zones) would meet as a whole every quarter. The only time that truly worked was 5 a.m. Eastern. Again, this was a bit of a burden to some but we made it work by doing our best: setting the calendar dates far enough in advance for the team to make personal schedule adjustments, offering a hotel to those who had longer commutes, and making sure that the conference room was stocked with coffee, lots of coffee. We would also make sure to tell the team it was totally acceptable if they needed or wanted to leave early that day. In other words, we tried to make it feel like a unique event and not a routine occurrence.

Yes, You Can Make An Exception, But…

However, during COVID-19, it all changed. Booking a Zoom became essential. What would have been a quick hallway conversation or pop-in now required finding a slot on a calendar. But sometimes, there were no slots, and when time was of the essence, you would reach out to arrange something earlier, later, or over the weekend.

And this is where the new calendar creep was born. Because once you make an exception, there’s the danger of it becoming the rule – that working nights and weekends becomes the new normal.   

Calendar creep doesn’t sound all that scary until it is.

Have We Become Too Accessible?

Meanwhile, mobile access has continued to spread, and email is always with us via either your laptop or your phone. I loathe the day they put Wi-Fi on the airplane – it used to be the perfect out-of-office. Is nothing sacred? Before, I could use the time to catch up on work (or not). But now it’s expected to utilize the Wi-Fi and be available.

Would you miss a doctor’s appointment for a meeting that could be scheduled later?

Calendar creep doesn’t sound all that scary until it is. It can become a real problem if it begins to affect your personal life or your health. Perhaps a family member holds a mirror up by asking if you will be on the phone again after dinner. Or it may start with a compromise: you forgo yoga to take a call. And that’s okay occasionally, but if yoga is your therapy, it’s another story. Would you miss a doctor’s appointment for a meeting that could be scheduled later?

It’s a slippery slope.  

So, How Do You Fix It? Who’s Responsible?

So, how do we confront this new brand of creep? I see the solution as a three-way tango. 

First, the company must set some norms regarding respect for each other’s time. For instance, you can set out some basic expectations regarding hours and productivity. Leaders must also lead by example, for instance, by learning how to schedule their messages to go out during acceptable working hours – and thereby not feed the expectation you need to be available 24-7. We also need to do everything to keep our hands off holiday days – and not catch ourselves using  phrases like “Just this once” or “No worries, it’ll be super quick”. 

Then there’s the person booking the appointment. They should show empathy and understanding for the people they invite and respect someone’s time and calendar. It’s not always easy or efficient, but rather than just sending an invite, maybe asking permission before booking is a way to get buy-in from the person you are requesting. 

People who get frustrated with calendar creep may not have set their boundaries.

Yes, It’s Mostly On You 

However, the real responsibility lies with the person who accepts or declines an invite. The creep will continue if you don’t speak up or block out those no-go areas. People who get frustrated with calendar creep may not have set their boundaries. Start with something small like blocking your calendar with focus times. See how it goes and build from there.

Some tools can help – for instance, you can expand your toolbox to include not just auto-accept but also auto-decline. You should also have some standard responses available to provide the reason for your decline. “I am unable to make it at that time as my calendar is already previously booked.” “Let’s move this to a time that works better with both of our schedules.” “I see that there’s already a qualified group attending. Please proceed without me and send me the notes to review post-meeting.”  

You still have a job to do.

But It’s Still A Dynamic Business World

Let’s be honest, you can’t just decline-decline-decline. You still have a job to do. So, you have to own your own work/life balance by knowing your own non-negotiable times, while at the same time being available, engaged and productive. 

It’s a tightrope. But at least we can walk it together, and as a result make everyone’s day both efficient and effective.

Read more from Augury’s VP of People, Danelle DiLibero.

The post The New Face Of Calendar Creep – And What To Do About It appeared first on Augury.

It’s not just geo-political upheaval that creates chaos in the workplace. Whatever the cause, make it personal, not political, advises Danelle Dilibero, Augury’s VP of People. “And always be prepared – and then be prepared to pivot immediately.”

1) There Will Always Be A Crisis. Make That Playbook

Whether working during and after 9-11 in NYC or now with a company with more than half its workforce based in a war zone, I’ve unfortunately become experienced at working in intense environments. 

But I also know there’s always a crisis going on, whether global or personal. It could be a pandemic or a broken heart. Quiet times don’t mean everyone is okay. You always need to be ready to give support. We must always be mindful of the chaos people are going through and try to be available. 

“Quiet times don’t mean everyone is okay.”

Some challenges have playbooks ready. With other challenges, you can perhaps draw advice and guidance from members of your network. However, not all situations are the same, and it’s important to remember that crisis management training only goes so far. 

I mean, how many companies had a ‘Global Pandemic Playbook’ ready in 2020?

2) Make It Personal, Not Political

Not all situations are created equal, nor do they require the same response. But we need to consider how we can provide the tools and resources to our employees so they feel supported and safe while still being able to run our business. 

“How does a company broach the topic without taking a side?”

Public topics can certainly divide people. Just look at the US elections. No matter the outcome, you can assume that half of your employees will be disappointed. How does a company broach the topic without taking a side? We do this by making it personal, not political. 

Companies, based on their public opinion or strategy, may provide space for employees to discuss these topics and allow for healthy debate. Others may opt to keep politics out of the workplace and not take a stance in either camp. Whichever direction the company chooses, it’s important for companies to acknowledge that the event is occurring and allow for team members to exercise their rights. 

For instance, rather than posting about politics, provide team members with information about local polling hours and offer additional time away from work to accommodate for longer than usual lines. 

3) Remember: Every Situation And Person Is Different

When it comes to a business continuity plan, you should prepare, prepare, prepare, and then be prepared to pivot. The best-laid plans do not work in every situation. By regarding your plan as a resource and not a guide, you should be able to throw it away and really pivot to the problem at hand.

You can’t strive to solve every problem, just most problems, and you can’t strive to solve for every person, just most people. But you do have to keep toeing the line on the bigger picture: the business’s overall ethics, strategy, and plans. 

“The team needs to know there are many options. And if you can’t be there directly for your employee because they are unavailable, be there for their family.” 

Meanwhile, you need to be available to your people. You need to offer many different types of resources – whether it’s an employee assistance program, an on-site therapist, someone they could speak to, or the ability to access benefits or take time off. The team needs to know there are many options. And if you can’t be there directly for your employee because they are unavailable, be there for their family. 

You need to listen and be open to feedback because your offer may not work for that person or situation. You may have to pivot more than once to find out what can work. 

At the end of the day, it’s also about keeping the business afloat and moving forward – keeping us innovative and at the forefront of our customers’ minds as a place they want to continue working with.  

4) Communicate Without Fear

If you have a message to share, don’t delay. There’s the fear that the more senior you get, the more likely your words get on the front pages. Communications during an emergency require an immediate response. Typos are acceptable. It’s about informing people about what they need to know. ASAP.  

“So be prepared and be there for your people.”

People must know where to find our communications. In fact, the more places, the better: email, Slack, text, WhatsApp, an internal emergency call system, etcetera. It’s good to overcommunicate and say things in multiple ways, forms, and mediums so your team members can absorb the message in the way that fits them best.

And it doesn’t have to be the end of the world. It could be something as simple as announcing we are closing the office early because snow is making the roads dangerous.

Be prepared to be there for your people. In that way, you are also there for your business. 

I shared many of these thoughts during the webinar ‘Optimizing Talent Acquisition and Management in Turbulent Times – Strategies for Success’. Tune in! 

The post The Safe Workplace: 4 Key Insights To Help Deal With Turbulent Times  appeared first on Augury.

What is the perfect working and gathering space for a growing company? “Well, let’s start by not calling it an office,” says Danelle Dilibero, Augury’s VP of People, who has a global workforce wishing to collaborate in person more often. “Instead, we need to ask questions like ‘Is on-site the new off-site?’ and ‘How do we balance remote working with the human drive for direct contact?”

Avoiding The O-Word

The perfect working space comes down to the old saying that one-size doesn’t fit all. For certain jobs and/or people, working from home has provided the perfect balance of flexibility and productivity. For other jobs and/or people, it’s better – or even required if you are, say, a nurse – to be in-person. But for most, there’s an aspiration for a Goldilocks-Just-Rightness between the two. 

So, how do we accommodate all the flavors as we try to formulate a future-resistant gathering place for a growing organization?

Let’s start with the basics. Why might we need a shared workplace? Basically, there are two reasons: 

1. To offer a place to work to those who need it. After all, not everyone’s home is a comfortable or safe place to work. This is a very pragmatic reason. And also a very passive one.
2. To create a place for hospitable collaboration. We want our teams to get together for activity and bonding (and occasionally for all the teams to get together for a proper party). In this scenario, it’s less about daily working tasks and more about being actively together in the name of fostering organic conversations and decision making.

Did you notice I went three paragraphs without using the word “office”? Indeed, too many people think the productivity solution is in getting everyone back in the office – Greece is even bringing in the option of a six-day work week. At Augury, we know this won’t work for us. 

Better Together, But…

I’m not for or against working fully remotely, or returning to the office five days a week. Either can work in certain situations. Each company’s needs are unique to its business and people. In other words, this idea of “one size doesn’t fit all” also refers to companies – with each company needing to find its own way to work optimally.

In the case of Augury, we are a people-first company. We’re also a global company with employees spread thin worldwide. At the same time, I recently witnessed the power – and need – of bringing people together. Humans  are built to bond. And, we should also admit the enforced remote working brought on by COVID was also very artificial. 

So yes, we at Augury are committed to the middle path: hybrid. But how do you make that feel as natural as possible? Well, now we have a clean slate to rethink how to make the best of both scenarios. So, let’s take the time to get it right. 

“I certainly experienced that camp as a return to each other. But how do you capture this for the long-term?”

Augury at Camp: Capturing Fireflies

Earlier this year, we had an offsite where over 100 global employees came together at a lakefront camp. It was only about a third  of our company, but we had never done anything like this before. 

While we bonded over hikes and campfires, we also had a full schedule of training and workshops. Over the last three years, our company has evolved  with new team members, new customers, and new offerings and it was a good time to catch-up. For some attendees, this was the first time meeting face to face. Not only did relationships form, but I overheard someone say, “I just learned more in 30 minutes than I would have reading 30 Slack messages on this topic.”

As a recent joiner myself, I could relate. And I certainly experienced that camp as a return to each other. But how do you capture this for the long-term?  

“A long-term space should feel like home. The coffee is always waiting. That cool lunch spot is around the corner. In fact, that cool lunch spot could be in the space itself.”

A Home, Not A Hotel

This return-to-each-other mindset aligns with the number one reason people book coworking spaces in the US. According to a recent study, it’s not about getting out of the kitchen or changing the scenery. It’s about collaborating with colleagues. 

But a daily booking of a coworking space can give off a sterile vibe. You can often get lost in the logistics of the new: getting there, finding the best coffee, connecting to the Wifi and reserving a phone booth for the private conversation.

A long-term space should feel like home. The coffee is always waiting. That cool lunch spot is around the corner. In fact, that cool lunch spot could be in the space itself. 

Calibrating The Perfect Balance

Happily, Augury already has an in-house pioneer. Our spot in Haifa, Israel, where most of our R&D team is located, set up its own hybrid space that actively sought the balance between working from home and the magic that happens when the people we are working with come together to work in a shared space.

According to the designer, Augury’s Creative Manager Adi Shaul, “We still recognize the advantages of remote work – in terms of its potential to improve workflow, adapt to the global nature of our company, and benefit the life/work balance. During the pandemic, we certainly adapted more quickly to this remote working – and partying – than most companies. However, we also recognize the advantages of shared workspace in terms of inspiring team camaraderie and innovation.”

In short, each team has two set days a week – and of course, everyone is welcome to come more often. The space accommodates changing needs – from quiet areas to flexibility to open everything up for larger parties and gatherings.

Meanwhile, everyone comes for one set day every month. This day is different from other days – it truly represents that expression ‘onsite is the new offsite’. It’s the day of the all-hands office meeting. If there’s a holiday that month, this is the time they celebrate. There’s usually a special lunch or activity. It’s a day that’s very community-based and collaborative. It’s a day many look forward to. 

Not many companies can draw such direct inspiration. At the same time, this scenario works for Haifa – and it remains a work in progress. The US side of our organization is dispersed, and diverse, and this must be accounted for. 

“It’s a place where you feel comfortable putting down your bags. It’s a place where you feel ‘anchored yet not chained’.” 

Homebase As Anchor

So in our journey in finding the right formulation for our homebase locations, we already know a few things.

In short, we want to create an anchor for our employees. We want a place to feel a sense of a community outside of our home communities. And you certainly don’t get that same sense of community Slacking back and forth all day. This is a place that’s definitely not sterile or random. It’s a place where you feel comfortable putting down your bags. It’s a place where you feel “anchored yet not chained”. 

So, how do you find, bottle, and scale that?

We’re working on it. So, stay tuned…

Read more from Danelle: ‘How To Grow A Larger And More Diverse Manufacturing Workforce’.

The post Returning To Each Other – Not The Office appeared first on Augury.

To confront the skilled labor shortage in manufacturing, it’s essential to create more education and training streams and opportunities. And according to Danelle DiLibero, Augury’s VP of People, it’s equally important to offer an updated vision of manufacturing – one that shows an industry that can appeal to a diverse population with a wide range of skills. 

We know the problem: a massive skilled labor shortage in manufacturing.

First, on a purely practical level, tackling this involves paving new roads to stream people into a career in manufacturing. Colleges and universities are great and necessary for certain careers. But we need more alternatives in order to get skilled talent into the workplace without waiting three, four, or six years.

We must develop more apprenticeship and co-op programs and vocational schools in order to allow for students to gain hands-on training. Manufacturers will have to step up to build stronger partnerships and relationships with these earn-as-you-learn approaches – and maintain a strong in-house (re-)training culture for their employees throughout their careers.

Now, more than ever, employers are focusing on skill-based hiring, which allows job seekers to bypass higher education or a traditional college path altogether – potentially saving four years and hundreds of thousands of dollars. Here the focus is on identifying an individual’s core abilities and competencies and then training them according to what’s needed – and then training them again as these needs change over time. 

As we all know, our world is changing all the time – and manufacturing with it. 

Having A Normal Conversation About Manufacturing

A few nights ago, my son asked if I wanted to play a game. I was gearing up for a trivia game but instead he brought up “Coin Factory” on his computer. The premise of the game is to grow wealth by building the most operationally-efficient factory floor. The more successful the operations, the more money your production makes. We moved lines around, added skips in the process, and found duplicative lines that helped create a stronger output. 

As  anyone with a teenager knows this is an opportune time to strike up a conversation without being the annoying parent. Casually I asked what he liked most about the game. His first response was, “Look how much money I’m making!” But as I probed further, he admitted to most liking the puzzle element: seeing different pieces coming together – and then challenging himself to do it better and faster the next time. A-ha! It was now my moment to plant a new career idea in his head, and we ended up having a very natural conversation about operations, supply chain, Production Health, Process Health, safety, quality, engineering, and maintenance.

In other words, we had a conversation about manufacturing as it actually exists – and not as it is commonly misperceived…

Manufacturing is no longer filled with underpaid assembly line workers stuck on the same line in sector 7G for their entire careers.

The Perception Gap

As an industry, we must get out there and recruit, recruit, recruit. And our target audience needs to be exposed as young as possible so that manufacturing becomes a normal part of the range of options when youth start thinking about their professional futures. But to gain this “normalcy”, we must fight stigmas and rebrand manufacturing to resemble current realities and aspirations. 

Manufacturing is no longer a world of black chimneys coughing out smog – a dirty and unhealthy workplace creating a dirty and unhealthy world. Manufacturing is no longer filled with underpaid assembly line workers stuck on the same line in sector 7G for their entire careers.

Things have changed… And of course, many are already highlighting these changes. Role models such as ‘The Manufacturing Millennial’ are standing up, and new positive terminologies, such as ‘new-collar workers’ and ‘the tool-belt generation’ are taking hold.

A Career In Sustainability?!?!

Manufacturing is, in fact, a sustainable career choice in two ways. 

On an individual level, it can offer the opportunity for continued growth and development over a long and happy career. 

On the global level, individuals can have a positive impact by being at the forefront of adopting AI and other deep-tech solutions to not only increase production but also chase down sustainability goals.

A manufacturing career is now very unlike the old idea of being on a single factory line doing repetitive work day in and day out. Many manufacturing organizations are multinational organizations where you can learn, grow, and follow your own career path – wherever in the world that might lead you. And you will be part of a greater whole as you do this. 

And did we mention that there are currently 583,000 open positions in manufacturing in the U.S. alone? 

Don’t Believe The Hype

So why aren’t we hearing more of these positive stories in the media? Certainly, it’s up to us to get these more positive stories out there – as a counterweight to all those ‘The Robots Are Coming For Your Jobs’ headlines.

But scratch the surface, the truth is that humans and machines are meant to co-exist. AI only helps people to work smarter – not to take their jobs away. 

Around 10-15 years ago, the media was full of stories about how self-driving vehicles would make truck drivers obsolete. It pushed many people to choose other career paths perceived as more secure. And so today, we are experiencing a huge shortage of truck drivers – all based on a false but highly publicized assumption. 

Similarly, the media is full of stories on how automation will take away all manufacturing jobs. It’s an easy story to sell. But scratch the surface, the truth is that humans and machines are meant to co-exist. AI only helps people to work smarter – not to take their jobs away. 

After all, why be replaced by a tech when you can be inspired by it? 

Aligning The Industry Around A Positive Message

I believe we, as an industry, have a very positive message to share – particularly with the younger generations. Gen Z and Generation Alpha are less interested in brand names and more interested in whether the brand is doing actual good. Are they treating their people right? Are they engaged with the local community? Are they taking care of the planet?

We must help people imagine themselves finding and playing a role in our dynamic and highly impactful industry. 

Many of us can point to a measurably improving track record… That we as an industry are helping the economy and providing people with a safe and inclusive work environment… That we are applying technologies that reduce emissions and our environmental footprints… That we care about the future of our children, communities and planet… That manufacturing can no longer be considered a fallback job…

In short, we need people who want to join our team and help us to continue down this path. That’s the message we should be sharing. We must help people imagine themselves finding and playing a role in our dynamic and highly impactful industry. Ready to join? Let’s do this.

Read more by Danelle DiLibero: ‘Perfectly Aligned: Going From 1 To 2 – Together’.

The post How To Grow A Larger And More Diverse Manufacturing Workforce appeared first on Augury.

Danelle DiLibero is Augury’s new Vice President of People. Here, she explains why she thinks she’s in the right place at the right time. “It feels as if we were on parallel roads that have now come together.”

(From left to right) Augury Co-Founder/CTPO Gal Shaul, new VP of People Danelle DiLibero, Chief of Staff Eliza King, and Co-Founder/CEO Saar Yoskovitz are watching the total eclipse together.

That First Phone Call

I should have known from my first phone conversation with Augury CEO Saar Yoskovitz… Once it became apparent the job aligned with my earlier experience in IoT and manufacturing, our talk went deeper, faster than usual. My boxes around people, culture, sustainability, and all-round relevance all got ticked. And like any good story, there was that extra spark that you can’t put into words. I was intrigued…

“The timing was right in another way. Not only was I at a pivotal moment in my professional life, but so was Augury. The company had gone from zero to 1, and now we were both ready to go from 1 to 2.”

Timing Is Everything

Recruiting isn’t just a science. You also need the stars – or the moon and the sun (see above) – to align: the timing has to be right. For the first 20 years of my career, I was primarily focused on talent acquisition and employee experience, and it was about four or five years ago that I became the head of HR. This wasn’t a traditional path but one that I was entrusted with and excited to take on. And now, it was time to bring my best practices and learnings to a different organization. 

The timing was right in another way. Not only was I at a pivotal moment in my professional life, but so was Augury. The company had gone from zero to 1, and now we were both ready to go from 1 to 2. 

And Yes, I Made The Right Decision

As a lifelong talent acquisition professional, you spend much time focused on the candidate experience. You want to ensure the candidate always has a good experience and knows what to expect and when to expect it. Their time is respected. And there’s a feeling that they are interviewing the company as much as they are being interviewed. And in this respect, Augury again ticked all the boxes.

Augury took the time to interview me but also allow me to interview them. We both took the time to establish a relationship. I met many different Augurians along the way and our meetings weren’t just zoom calls or Q&A sessions. We met for coffee, we enjoyed a meal together, we texted, etc… If they were going to be my colleagues, we wanted to have built a foundation – which, in turn, would make my onboarding that much easier. 

Indeed, thanks to these introductory conversations, our first official meetings proved to be immediately impactful – we could cut to the chase and make some decisions. The rapport was already there. We could get to work. 

“‘Women in Manufacturing’: I wish this wasn’t still an anomaly but here we are…”

A Woman In Manufacturing

“Women in Manufacturing”: I wish this wasn’t still an anomaly but here we are. Yes, we need more of them – like we need more diversity across the board, from the C-suite to the factory floor.

As a woman, there have been times in my career when I have indeed been the only woman in the room – and this is also likely the experience of anyone from the BIPOC community or other marginalized groups. It’s important that when we recognize this, that we do something about it. We must use our position to bring more women and diverse perspectives to the room.

I am happy to report that Augury was already on this path long before my arrival. Just look at their leadership page. 

“I also feel fortunate that I began at Goldman Sachs. It was there I learned the formal rules of the game. After all, you don’t mess with a 150-year-plus institution…”

Practically Speaking

I feel fortunate that my career journey has been a “jungle gym”, one that has been diverse, encompassing various roles up, down, and sideways (even internationally), allowing me to gain knowledge and expertise across multiple HR areas.

I also feel fortunate that I began at Goldman Sachs. It was there I learned the formal rules of the game. After all, you don’t mess with a 150-year-plus institution. But when I left and entered different companies still building their own more formal foundations, I could bend these rules to the situation without them snapping. 

And I look forward to testing the limits with Augury – in the name of building our own durable institution. It’s time to go from 1 to 2 together.

The post Perfectly Aligned: Going From 1 To 2 – Together appeared first on Augury.