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Turing Distinguished Leader Series: Kelly Graziadei Founder and GP at f7 Ventures – ReadWrite

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Turing Distinguished Leader Series: Kelly Graziadei Founder and GP at f7 Ventures - ReadWrite


Hello, everyone! Thank you for the overwhelming response to the Turing Distinguished Leader Series. Please see our other interviews conducted for this series. See: Henrik Hussfelt, Director of Engineering at Proxy. Please also enjoy: Darren Murph, Head of Remote at GitLab. Let us know what you think!

This time around, I’m conversing with Kelly Graziadei, founder and general partner at f7 Ventures. Kelly has over 20 years of experience in high-growth tech companies. f7 Ventures have managed and developed thousands of people across dozens of teams worldwide and scaled user growth to over a billion. In the discussion below, Kelly shares insights into managing globally distributed teams.

 

Jonathan Siddharth:

Welcome to Turing’s Distinguished Leader Series. Today, we have an exciting guest, Kelly, who was a senior exec at Facebook. Kelly now has her own venture firm, f7 Ventures. She is also an early Turing investor. Thank you for joining us today, Kelly.

So, could you tell us a bit of your story, what you did at Facebook, and how that led to f7?

Kelly Graziadei:

Absolutely. So I’ve essentially been an operator for about 20 years, from companies the size of three people to 300,000. I’ve primarily built and led go-to-market teams over that period.

Going all the way back, I can take it old school to AltaVista in the early days. Then I joined Overture through the acquisition from Yahoo. After that, I joined Facebook in 2010. And there are several interesting stories about my journey to Facebook. But one that I would share is that I essentially had a job offer on the product side and a job offer on the sales side.

I ultimately chose the latter and built out what was the mid-market channel. So in a few short years, grew that to 150 people and a billion dollars in revenue. So it was an incredibly high-growth, fast-paced environment. I ultimately chose that because I’ve always cared a lot about people in teams. This focus has been a hallmark of my career, and I love that we’re connecting on this topic today.

After my time on the mid-market side, I made my way back to product and ran the product marketing team globally for monetization. And I had teams in all four regions and managed a globally distributed team. After about eight years of Facebook, I finally decided that it was time to leave. I had the itch to go back to something smaller. When I joined Facebook, there were about 750 people. When I left, it was 40,000 plus strong, so the company had a truly dramatic growth.

And from there, I went and did an EIR at Foundation Capital. That’s where Jonathan and I met. I was trying to decide what I wanted to do next: “Did I want to start a company? Did I want to go the investor path?” So finally, I married those two things and did both by starting a venture firm with six other ex-Facebook leaders and operators. It’s awesome.

Jonathan Siddharth:

And at Facebook, did you work with Sheryl Sandberg?

Kelly Graziadei:

Yes, absolutely. Sheryl’s fantastic. There are so many learnings from my time at Facebook. I think Sheryl continues to be a significant influence on the Facebook culture, particularly when it comes to being thoughtful about managing people and navigating your career. I took away many lessons from working with her.

Jonathan Siddharth:

And speaking of which, I think one significant shift in this last year and a half has been the adoption of distributed teams, right? People are now comfortable with the idea of distributed teams. What was your experience with the same during your Facebook days? And now, you get to experience distributed teams through a different lens, which is the f7 portfolio companies getting started today.

So are there any lessons that you have for founders thinking about distributed teams based on your experience from Facebook and the f7 portfolio companies?

Kelly Graziadei:

Yeah, that’s a good question. I think there are several lessons in terms of managing distributed global teams. If I think of the first two tools in the toolset, I would say you need respect and empathy. And you need to slow down to understand those things.

When I moved over to the product side of things at Yahoo, I had led some global teams, but I’ll just stick to Facebook specifically. There, I went from running a US-based team to stepping into a global role.

Here, you need to keep some basics in mind—things like time zones, for example. Everyone needs to feel respected. They should not think that that one team should always have the team meeting at midnight.

You need to rotate so that each time zone has to flex and give at different times. I think you also have to just be thoughtful around reading the room and reading language differences. If someone’s quieter, allow them to take the floor and be heard.

The other thing is being very clear in terms of goals and communication, including rolling things out clearly, using written and spoken communication for elaboration.

Doing this at Facebook, we had groups and what would become the Facebook Workplace, which was a great way to facilitate that. Having a good set of tools that can help people communicate synchronously in real-time is essential.

Jonathan Siddharth:

That makes sense. And one of the things I consistently hear from founders building companies today is that it’s tough to onboard people the right way to a team. Particularly if you’ve started a company in the last year and a half, how do you ensure that they get integrated into the team the right way? How do you ensure that people develop the right relationships within their group and inside the broader organization when everybody’s globally distributed?

Do you have any advice for founders thinking about company building today and how they could be intentional about ensuring that the right relationships get built inside the company?

Kelly Graziadei:

Yeah, that’s a great question. The words that you said that jump out at me are ‘being intentional.’ And I think that’s one of the challenges for an early-stage company. You’re moving fast as a founder, and you have a whole bunch of competing priorities in terms of how to build a fast-moving company.

But what should be on that priority list is being intentional about the culture from the very start. Letting negative culture run away from you at the beginning can be incredibly damaging.

So it’s essential to be thoughtful about that upfront. As a founder, you need to model a lot of that behavior. So how are you prioritizing one-on-one conversations, facilitating connections between people, creating those forums for different individuals to share their work and experience, or learn from one another?

Facilitating those connections where you have different individuals working together is essential. I think there’s nothing more bonding than a shared experience or working towards a shared goal. But again, the most important is being intentional about those things and doing it from day one.

The other thing I would add is to think of moments where people can get together in person. It doesn’t need to be all the time. But just a couple of days of people getting together can last you 12 months or longer. Having some of that personal interaction and bonding smoothens out the ‘long-distance relationships,’ if you will.

Jonathan Siddharth:

When you look at the f7 portfolio and the companies you’re investing in today, how do those founders think about an office at the seed stage?

Kelly Graziadei:

I think—most if not all—are remote and remote first.

Some had an office at the beginning of the pandemic and then decided to go all remote. It’s a notable change from a couple of years ago. Today, so many founders are thinking about: “How do I build a remote-first team? How do I help people feel connected to the top-line goals?”

The other thing I see for founders is being more thoughtful and formal about their communication at an earlier stage.

That is equally important even with a small team: “What’s the all-hands? What’s the email that you’re sending out? How are you doing one-on-ones?” So I think it’s vital to think of that and not just hope it unfolds as it should.

Jonathan Siddharth:

How do your portfolio companies think about what they will do post-pandemic? For example, do your founders see themselves coming back to an office, or do they envision staying remote, or do you see a hybrid structure?

Kelly Graziadei:

Yes, I think we’ll see companies staying remote for a while. A few are thinking about hybrid solutions. So I imagine we’ll see more flexible workspaces with people moving into shared spaces.

When I joined Facebook, I lived like an hour and a half from the office. I spent over three hours a day in my car. That’s not a world I would want to go back to.

At least six or 12 months ago, I heard a little bit of chatter that there would still be the headquarters, but people that want to work remotely would have more flexibility. There’s an interesting conversation happening about some of the downsides of that model. It creates a hierarchy or a two-party system. I think we’ll see more companies that decide to go all-remote and all-distributed. This way, you don’t create that hierarchy of people in the office vs. out of the office.

The remote vs. hybrid team structure is something that we think about a lot on the f7 side. We invest in three sectors. One of those is the future of work. So much of the infrastructure we used to lean on for work is changing. I think we’re going to see some exciting changes to support a distributed model.

Jonathan Siddharth:

Yeah! Mental health is one area that f7 focuses on, which we never thought would be a vital core benefit. At Turing, we are evaluating subscriptions to some mindfulness mental health services for our team and the broader Turing developer network. Because when you work from home, loneliness and isolation are significant factors.

Kelly Graziadei:

Absolutely. And along with that, we also focus on connected communities, which is a bit of what you’re describing. We’re also challenging how and where we form communities because the traditional office-based ways no longer happen. So we need to focus on mechanisms that help people create and feel those meaningful connections.

Jonathan Siddharth:

And what are some interesting categories that you’ve seen emerge in the last year and a half as the world has shifted to distributed teams? It sounds like mental health, and emphasis on that is one such area.

You mentioned connected communities. Are there any other categories that you think we’ll see a lot of innovation in as the future of the office moves to the cloud, for lack of a better word?

Kelly Graziadei:

Yes. I think this will be an extension of remote work, distributed teams—just the gig economy in general.

What we’ve seen is an overall labor shortage. So people are looking for more flexible options. Not only working remotely but working on their schedule and time. So I think we will see that infrastructure around the gig economy, creator economy, and passion economy.

Another area around the future of work that we’re passionate about is reskilling. The percentage of people that need new job training or reskilling as our jobs and environment change is pretty dramatic.

And there’s a company called Flockjay that does this specific to sales, and it’s just been fascinating. For example, some people who had an average income of 30k to 35k before Flockjay, have an average income of 75k to 85k after using it.

There’s also a company called Read.CV that I’m super excited about. They’re the LinkedIn for this new generation gig economy. And where LinkedIn may be a little bit more reliant on things like labels, Read.CV provides a much more dynamic way to represent your work via projects, writing, or speaking. And so we feel like it represents how people work now.

Jonathan Siddharth:

That’s super interesting, Kelly! The reskilling piece is interesting because it matches what we see. So we recently conducted a survey with our developers at Turing. One of our questions was: “What could we build for you to make the Turing platform more useful?”

And right at the top was: “help with upskilling.” And right now, we are focussing on what I would call horizontal and vertical reskilling and upskilling.

Horizontally, we want to give people feedback based on their profile that if they pick up this XYZ skill, they’ll become more valuable in the industry. And then we want to help them acquire that skill either in partnership or doing some things ourselves. So that’s horizontal upskilling, where we help them up-level in some of these adjacent areas.

The vertical upskilling that we think about is that Turing internally has an engineering ladder similar to Facebook. We have IC3, IC5. We have tech leads and tech lead managers. So we ask ourselves, what can we do to accelerate a developer’s growth from IC3 to IC4 and so on. And, interestingly, reskilling is something that comes up in a variety of contexts. People want that growth.

Kelly Graziadei:

And it’s so fascinating because if you think about where people get that growth or education, you think about a university setting or a job setting.

Now, we’re at a place where tenure in a job is decreasing. Our people are doing more gig economy type work, so we need to think: “Okay, where does that development happen? Who’s going to be responsible for that development?”. So I think we already see some innovations there, and we’ll continue to see them.

Jonathan Siddharth:

Yep. And in that sense, Kelly, in the last year and a half, have you seen any interesting new tools emerge that have made it easier to operate a remote-first team that either you’ve invested in or you’ve witnessed f7 companies adopt? Any new tools that make it easier than ever to work as a distributed team?

Kelly Graziadei:

I would say, on the one hand, simplicity in certain cases wins out.

One of the challenges right now is the various channels that people are trying to manage, from Slack to WhatsApp, email, text, and Messenger. Personally speaking, I’ll be like: “Wait, someone reached out to me, and I need to check like six different channels to track that.” I don’t know if there’s a solution. This problem is all the more reason why companies need to figure out what tools people should be using.

Jonathan Siddharth:

That makes sense! Are there any best practices that you would recommend tactically, operationally for founders in building and managing a distributed team in today’s world -both based on your Facebook experience and from what your portfolio companies do? And could you highlight the pitfalls to avoid when managing a distributed team?

Kelly Graziadei:

Yes. So from what I’d said earlier, being intentional is important. You go from a team that’s been two, three, four people, and then all of a sudden, you have 15- 20 people. How you operate as a company is different from three people to even 15 people. So I think it’s vital to get ahead of that and map out your communication plan.

This practice can feel awkward as a new founder: “Oh, that feels overly formal. Am I doing an all-hands with 15 people?” But you can call it something different or whatnot. So yeah, mapping out those touchpoints is essential.

I strongly suggest prioritizing one-on-ones first as a founder and a manager of a team. Helping connect the dots for others and getting to know one another is essential. It’s crucial to create a culture where the leaders own the entire team’s success, not just their function or their corner of the world. They should bring a group of people together to say: “Collectively, we own the success of this.”

And, of course, they should discuss the KPIs they’re trying to hit and empower people to bring their ideas and give them freedom and flexibility as to how they do that. When you create that ownership mentality, it helps generate respect for one another. It creates more cohesion. It forces people to talk about and understand one another’s priorities.

Lastly, getting people together and creating shared experiences and connections that breed long-term trust is helpful.

Jonathan Siddharth:

That’s super helpful, Kelly. And speaking of one-on-ones and how important they are, what’s your advice on how to have an effective one-on-one in this fully distributed world?

Kelly Graziadei:

It’s interesting. I feel like through my operator career; I’ve experimented with the one-on-one in many different ways. There are some basics. Be consistent with the one-on-ones. Don’t change everybody’s time when things get crazy because then people start to feel like they’re not a priority.

Try to get away from a one-on-one that’s simply an update that you could share through email. And one of the things I’d do was ask my team members to send me the update in emails before the one-on-one. And my commitment is that I will read it before the one-on-one, and then we can spend the time on critical topics.

The other thing I would do is to set aside一outside of the one-on-one一some dedicated time just for a career development conversation. Just to check in and see how things are going. So I think setting aside time for those types of conversations is important in a fast-paced environment. It also helps people feel valued.

Jonathan Siddharth:

And what’s your cadence for one-on-ones, and what’s the duration that you typically have?

Kelly Graziadei:

Yeah, so I would typically do weekly one-on-ones in 30 minutes.

Jonathan Siddharth:

Where did you learn to manage distributed teams? How do you get high performance from a distributed team?

Kelly Graziadei:

Yeah, it’s tough. I feel like I learned from making mistakes and getting feedback from my team. I think the first shift, when you’re switching from an individual contributor to a manager, is the trickiest. Before the shift, how you were valued was based on your output as an individual contributor.

One of the mistakes people make when they pivot to being a manager is they’re still doing things as individual contributors. Management is like this extra thing on the side.

This mind-shift of managing is the most important job of the jobs on your list. And that’s how you have the most impact in the organization. That’s how you get the most scale. And then, you need to prioritize activities you need to do as a manager. The one-on-one is the first thing that gets canceled when things are busy. Don’t do that. That needs to be one of your top priorities.

Ask yourself: “How have you set goals for the team? Have you enrolled people in that goal-setting process?”

As a manager, you can be like: “Great! I set the goals for our team. I sent them all out.” But here, you didn’t ask anybody on the team for their opinion or feedback. So it’s vital to have those conversations with your team. Listening and understanding what’s important to them, being clear on the priorities, getting feedback, enrolling people along the way, making sure they feel respected and heard is the way to go.

I think there can also be this fine line. One of the pitfalls for me is that I probably over-rotate sometimes. It’s also a fine line to say: “Okay, great. Thank you. I heard you. I’m going to come back and let you know what I’ve decided and how we’re moving forward by tonight.” So listening doesn’t mean consensus一that’s another important thing in all of it.

You do learn on the job. Be reflective. Talk to other managers and ask them how they made the transition and if there were any tools or things that were useful for them?

Jonathan Siddharth:

And were there any books, podcasts, mentors who impacted how you think about managing?

Kelly Graziadei:

Ooh. Good question. This book called the ‘30, 60, 90-day Plan’ can be valuable when you’re making a job transition. There’s one called ‘Essentialism’ which I like. It’s about prioritization and doing what’s most important.

Jonathan Siddharth:

Thank you, Kelly. I wonder if there’s a way to fast-track people to become excellent managers in an engineering sense and in a more general management sense. I guess larger companies have internal programs for management training and so on.

Kelly Graziadei:

They do. I think there’s a company called Rising Team, which is essentially around managing more effectively, but I think there’s also a learning component around that. So I expect we’ll see more in that space.

Hopefully, what’s positive about that is that it will make some of that material and tools more accessible. In contrast, sometimes, you had to wait until someone deemed you ready for management within a company setting. I think these tools will help people who care about leadership and managing teams do that more readily.

Jonathan Siddharth:

Sounds good, Kelly. So in the last year and a half, the one thing that has changed is founders can fundraise from anywhere, and remote fundraising is a thing. Turing has raised about $52 million so far. And out of that, more than $40 million were raised remotely over Zoom. So I guess now I officially raised a lot more remotely than in person. So is it true that to build a big company today, it doesn’t matter if your base is in Silicon Valley? Or would you say that Silicon Valley still has inherent advantages?

In terms of founders that you back, do you see more people coming from outside Silicon Valley, or has that been no significant shift?

Kelly Graziadei:

I think there may be a definition of Silicon Valley that isn’t specific to location. But, I think there’s still something powerful in terms of the Silicon Valley network.

But what we’re seeing is that it’s becoming more distributed. People are moving to various places, whether Austin or Miami or New York, or wherever that may be. But I think some of those networks and relationships are still really important.

You probably experienced this on the fundraising side, but it’s still very much a business of who did you work with that somebody else knows that can say: “Jonathan’s fantastic. You have to invest in Turing, and he’s going to build a fantastic, incredible business, and he’s thoughtful.” And so, it’s still something that relies heavily on those recommendations and trusted relationships.

But I think that will hopefully expand over time. And again, it’s less about the place, and it’s more about the sort of ethos and network of who you’ve worked with within tech. And it’s not because you had coffee with them in Palo Alto. It’s about how you’ve gotten to know each other or work together in different ways.

What we’re experiencing enables us to expand and establish those networks beyond Silicon Valley faster than ever before.

Jonathan Siddharth:

And the million-dollar question. What is your default going to be post-pandemic? Would it be a Zoom meeting for a first-time founder, or would it be an in-person meeting?

Kelly Graziadei:

Oh, good question. I mean, there are pros and cons to both. The great news about Zoom is you can do many meetings in a day, but at the same time, with in-person meetings, you get more richness in terms of the relationship. So maybe the first meetings are on Zoom and the second meetings are in-person.

Jonathan Siddharth:

That sounds great. So Kelly, could you talk a little bit about f7 and what areas you invest in, and where people can go to learn more?

Kelly Graziadei:

Absolutely. Thank you for asking. So for f7, we’re focused on pre-seed and seed-stage companies. We typically look for super scrappy founders, so we usually invest post MVP pre-revenue. So there are three sectors that we’re focused on that we’re doubling down, particularly with the events of the past 18 months.

‘Future of Work’ is one with a particular focus on the worker and the trends we’ve discussed. The second is ‘Mental and Physical Health,’ and then the third is ‘Connected Communities.’ So those are our primary focus areas.

And then, if you want to learn more, you could visit f7ventures.com. Find us on Twitter @F7 Ventures. Don’t hesitate to reach out if there’s something we can be helpful with. One of our big motivations for doing this was to take our depth of operational experience and translate that in a way that hopefully is helpful to early-stage founders.

We’ve all built and scaled in fast-paced environments. We’ve also made a lot of mistakes. And so, we’re motivated to be trusted partners. You don’t have to posture your position, and we’ll also roll up our sleeves and help when things are great and when problems arise. So that’s a big part of what we do.

Jonathan Siddharth:

Awesome. Thank you, Kelly. And for everyone reading this, I can personally vouch for all that Kelly has mentioned here. Kelly’s been a phenomenal partner and investor as we’ve grown Turing.

Kelly and her team can help you scale and build a big company from her experience helping scale this relatively small company that you might not have heard of: Facebook.

Thank you, Kelly, for being on Turing’s Distinguished Leader Series. And this will be super helpful for all the companies building on Turing and many companies building outside of Turing. If you’re building outside of Turing, you should build on Turing.

Kelly Graziadei:

Absolutely. It has been so good to connect, as always!

Watch the complete interview.

Image Credit: Provided by the author; created by unklyak; www.freepik.com

Jonathan Siddharth

Jonathan is the CEO and Co-Founder of Turing.com. Turing is an automated platform that lets companies “push a button” to hire and manage remote developers. Turing uses data science to automatically source, vet, match, and manage remote developers from all over the world.
Turing has 160K developers on the platform from almost every country in the world. Turing’s mission is to help every remote-first tech company build boundaryless teams.
Turing is backed by Foundation Capital, Adam D’Angelo who was Facebook’s first CTO & CEO of Quora, Gokul Rajaram, Cyan Banister, Jeff Morris, and executives from Google and Facebook. The Information, Entrepreneur, and other major publications have profiled Turing.
Before starting Turing, Jonathan was an Entrepreneur in Residence at Foundation Capital. Following the successful sale of his first AI company, Rover, that he co-founded while still at Stanford. In his spare time, Jonathan likes helping early-stage entrepreneurs build and scale companies.
You can find him Jonathan @jonsidd on Twitter and jonathan.s@turing.com. His LinkedIn is https://www.linkedin.com/in/jonsid/

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Soft Skills in Tech: Seeking Teachability in New Hires

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4 hours ago

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05/28/2023

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4 Ways Leaders Can Better Support Women in Tech


It’s no simple task hiring talent — tech talent even more so. According to a Gartner survey, it’s one of the main reasons why so many companies struggle to adopt emerging technologies and maintain a competitive edge; they simply can’t find quality talent.

This labor shortage is at least partly due to the talent market, which has gotten tighter in recent years. But the barrier to finding talent also has something to do with technology itself.

Getting Ahead of the Curve

The rapid pace of digital change means that what an employee learns today may be outdated tomorrow, or the tech may be updated to a new version or language, making teachability a skill to prize above all.

Take a student who is currently studying code. That individual may be learning a version of a language that will be outdated by the time they graduate from the course. Education teams should be updating course content strategically; knowing that new versions of languages have bugs that have not yet been discovered, they should work to ensure that the version is applicable to learning the latest iteration.

Even then, however, it can still be challenging to find talent. New digital options emerge almost daily. The onus is often on employees to find creative and strategic ways to apply technologies that enable companies to continue doing what they do well.

Working in a State of Constant Learning

While companies will obviously want to hire based on whatever skills are necessary for the role, soft skills in tech are just as important. To continue to thrive in the technology field, candidates must demonstrate an ability to think critically.

They must exhibit the ability and desire to seek solutions to problems they can’t yet anticipate and search for opportunities in which they can continually sharpen their skills. In other words, teachability is a critical skill for new tech hires.

The Ability to Be Taught

Teachability is essentially a quick learning ability that allows talent to remain agile and flexible in an ever-changing business landscape. Teachability helps talent stay ahead of the curve and continually innovate, which naturally gives their employers a competitive advantage in the marketplace.

It also contributes to a new hire’s ability to apply constructive criticism, acknowledge their own mistakes, ask clarifying questions, and seek guidance when necessary. Without soft skills in tech, stagnation will set in quickly — even for an otherwise promising new hire, making the interview process all that more crucial.

Identifying Teachability in Candidates

Deciding how to assess soft skills in an interview is often easier said than done, as soft skills in tech — or any other industry, for that matter — aren’t usually as measurable or quantifiable as other skills.

Consider teachability, problem-solving, or quick learning ability; they don’t usually provide the same direct cause-and-effect outcomes as coding, programming, or regression analysis. As a result, companies must rely on a combination of tactics to determine the ideal recruit for a given role.

Making Sure to Assess Properly

Pre-employment assessments can definitely help by offering companies insights into whether candidates have the soft skills, temperament, and personality traits needed to succeed and contribute to the team.

Assessments also have a way of eliminating some of the trial and error –– as well as inherent biases –– that can occur during the interview process. With a bit of exploration, you can learn more about the potential hire and determine whether they have the desire to learn and grow as a professional.

Uncovering Evidence of Quick Learning Ability

As with almost anything in the screening and interview process, pre-employment assessments can tell you a lot about talent, but not everything. It’s also essential to ask for anecdotal evidence of how the candidate has used a soft skill like teachability in a previous position.

Companies are looking for specifics, so it’s vital to be specific with interview questions about learning new skills. The goal here is to leave little room for waffling.

Gauging a Canditdate’s True Interest

Beyond work examples, companies can also inquire about what news candidates keep up with or what soft skills they’ve recently added to their arsenal. These, too, can greatly assist in gauging talent’s desire to learn.

If a candidate isn’t interested in what’s going on in the field, then that person may not be as teachable as what their resume or answers to other interview questions may suggest.

Supporting Teachability in Technology

Offering professional development opportunities is the most obvious and effective way to cultivate teachability, but not all companies meet the standards that today’s fast-moving world requires.

A Talent Transformation Global Impact Report revealed only 45% of employees are “completely or very satisfied” with the available L&D programs in their field — meanwhile, 80% of companies believe their programs to be at least moderately successful. The solution is to allocate more time and money and encourage talent to take advantage of learning and development.

Incentivizing Those Who Excel

Additionally, leadership should take a critical view of the company’s promotion and development process to reward and recognize employees who go above and beyond when growing their skills.

After all, growing competence within a professional field should be acknowledged and recognized appropriately to retain quality talent, especially when that same report found that 44% of companies say employee turnover has hindered their ability to achieve goals.

Making the Right Choice in Talent and Talent Development

When hiring new talent in the tech field, you need recruits with a growth mindset. They also need a teachable attitude to continue learning along with quickly advancing technology. Finding teachable talent is only the first part of the greater hiring equation.

The rest often requires companies to think differently about where they source talent and commit to professional development for talent on-the-job, which is beneficial for employee and company growth. Hiring for teachability and cultivating it can bring your company into the modern age, support the adoption of new tech, and (most importantly) help sharpen your competitive edge.

Crystal Crump

Managing Director of Company Relations at LaunchCode

Crystal Crump is the Managing Director of Company Relations at LaunchCode. She helps individuals gain access to tech careers by partnering with business leaders to achieve recruitment and workforce development initiatives.

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Best Hoka Shoes of 2023

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10 hours ago

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05/28/2023

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HOKA ONE ONE Clifton 8 Womens Shoes


Selecting the right pair of shoes is crucial for achieving optimal performance and comfort during any physical activity. HOKA is a popular brand known for producing shoes with maximal cushioning, making them ideal for runners and other athletes seeking to reduce the impact on their joints. In this article, we will compare and contrast several HOKA ONE ONE shoe models for both men and women, highlighting their key features and benefits.

Expert Review Process

Expert reviews of HOKA ONE ONE shoes typically involve a detailed assessment of the shoes’ design, materials, and performance, as well as an evaluation of their fit and comfort. This may involve running or walking in the shoes, testing them on various surfaces, and comparing them to other shoe models in the same category.

Experts may also take into account feedback from consumers and other athletes, as well as industry trends and advancements in footwear technology. They may evaluate the shoes based on factors such as cushioning, stability, breathability, and support, as well as their overall value for the price.

In addition to evaluating individual shoe models, experts may also provide broader insights into the HOKA ONE ONE brand as a whole, highlighting its history, values, and commitment to innovation in footwear design.

Ultimately, the expert review process of HOKA ONE ONE shoes aims to provide consumers with a comprehensive and unbiased assessment of the shoes’ strengths and weaknesses, helping them make informed decisions when choosing the right pair of shoes for their needs.

HOKA ONE ONE Clifton 8 Womens Shoes

 

The HOKA ONE ONE Clifton 8 Women’s Shoes offer an incredibly comfortable and lightweight running experience, earning a solid 4.5 out of 5 rating.

Key Stats

  • Weight: 7.2 oz (Women’s size 7)
  • Stack height: 29mm (heel), 24mm (forefoot)
  • Drop: 5mm

Should You Buy?

Reasons to buy the HOKA ONE ONE Clifton 8 Women’s Shoes include their exceptional cushioning, which provides a smooth and responsive ride for all types of runners. The redesigned mesh upper offers enhanced breathability, ensuring your feet stay cool during long runs. The shoe also features a more durable outsole, resulting in a longer-lasting shoe that continues delivering first-class performance mile after mile.

However, there are also reasons to consider not purchasing the Clifton 8. Some users may find the price point to be on the higher side, or the thick cushioning may not suit runners who prefer a more minimalist or closer-to-ground feel. Additionally, the wider fit may not adequately support those with very narrow feet or require a more secure lock-down.

Pros and Cons

In summary, the HOKA ONE ONE Clifton 8 Women’s Shoes provide an excellent combination of cushioning, lightweight, and durability. Pros include the shoe’s outstanding comfort, responsive performance, and breathability, while potential cons for some users are the price, thicker cushioning, and wider fit.

 

HOKA ONE ONE Bondi 8 Mens Shoes

 

The HOKA ONE ONE Bondi 8 Mens Shoes deliver unparalleled cushioning, support, and comfort, earning a well-deserved rating of 4.5 out of 5.

Key Stats

– Midsole: Full-length compression-molded EVA foam
– Outsole: Durable rubber with strategically placed carbon rubber for added durability
– Weight: 10.9 oz (US size 9)

Should You Buy?

The HOKA ONE ONE Bondi 8 Mens Shoes are perfect for those seeking exceptional cushioning and support for various activities like running, walking, or standing for long hours. Its full-length EVA midsole provides outstanding shock absorption, reducing the stress on your joints and feet. The shoe’s Meta-Rocker technology promotes a natural, efficient gait, while its breathable upper ensures comfortable, well-ventilated wear. Durable construction and materials mean that these shoes are built to last, providing fantastic value for money.

Some customers might find the HOKA ONE ONE Bondi 8 Mens Shoes too bulky or heavy, especially for fast or nimble training. For people with narrower feet, the wider toe box may lead to an uncomfortable fit. The shoe’s premium features and materials also come at a higher price point, which might not suit budget-conscious consumers.

Pros and Cons

Pros:
– Unmatched cushioning and support
– Versatile for various activities
– Durable construction and materials
– Breathable upper

Cons:
– Bulky and heavier compared to other models
– Wide toe box might be too spacious for some
– Higher price point

HOKA ONE ONE Bondi 7 Womens Shoes

 

The HOKA ONE ONE Bondi 7 Women’s Shoes deliver exceptional comfort and support for everyday runners, earning a solid 4.5 out of 5 stars.

Key Stats

– Ultra-cushioned EVA midsole
– Engineered mesh upper for breathability
– Beveled heel design for smooth transitions

These shoes are perfect for those seeking maximum cushioning and support, making them ideal for long runs or daily wear. The Bondi 7 features a comfortable EVA midsole, providing excellent shock absorption and a plush underfoot feel. The engineered mesh upper offers breathability, ensuring your feet stay cool and dry throughout your run. Additionally, the beveled heel aids in smooth and stable transitions, making these shoes an excellent choice for improving your running experience.

On the downside, the HOKA ONE ONE Bondi 7 may not be suitable for those in search of a lightweight or minimalistic running shoe, as the shoe delivers a more substantial feel on-foot. Moreover, these shoes might be too cushioned for some, potentially leading to less ground feel and responsiveness during faster-paced runs or more technical terrain.

Pros and Cons

Pros and Cons: The HOKA ONE ONE Bondi 7 Women’s Shoes offer immense cushioning and support, ideal for long runs and everyday wear. The breathable mesh upper and beveled heel design adds to the shoe’s overall comfort and performance. However, it may not be the best option for those seeking a lightweight, minimalistic shoe or those desiring more ground feel and responsiveness.

HOKA ONE ONE Women's Low-top Sneaker

 

The HOKA ONE ONE Women’s Low-top Sneaker is a top-notch sports shoe designed for women seeking comfort, support, and style, earning a solid 4.5 out of 5 rating.

Key Stats

• Weight: 9.95 oz / 282 g
• Stack Height: 27 mm (heel), 22 mm (forefoot)
• Material: Mesh upper, rubber outsole

Should You Buy?

Reasons to buy the HOKA ONE ONE Women’s Low-top Sneaker include its amazing cushioning that provides ample support for long walks or runs. The lightweight design doesn’t compromise on durability, ensuring that you get efficient performance without feeling weighed down. With its stylish appearance and wide range of color options, you will surely find one that matches your personal taste.

On the other hand, some customers may not appreciate the slightly higher price point compared to other brands. Additionally, the shoe’s unique design may not provide the snug fit that some individuals prefer in their athletic footwear.

Pros and Cons

In conclusion, the HOKA ONE ONE Women’s Low-top Sneaker has its pros like excellent cushioning, lightweight design, and stylish appearance, making it an attractive option for those who value comfort and support during physical activities. On the other hand, the cons include a somewhat higher price point and a potentially less-snug fit for certain users.

Hoka Women's Gaviota 4 Shoes

 

The HOKA ONE ONE Women’s Bondi 7 Running Shoe is a top-of-the-line running shoe offering excellent cushioning and stability with a stylish, sleek design, deserving a rating of 4.5 out of 5.

Key Stats

Cushion: Plush, full-length EVA midsole
• Weight: 8.9oz (251.72g)
• Drop: 4mm

Should You Buy?

Reasons to buy the HOKA ONE ONE Women’s Bondi 7 Running Shoe are numerous. With a plush full-length EVA midsole, this shoe offers supreme comfort for extended periods of wear, making it perfect for long runs and extended workouts. The Bondi 7 also provides excellent stability and support due to its smoother transitions and balanced Meta-Rocker. The shoe’s stylish design and variety of color options further make it an attractive option for individuals who prioritize both form and function in their athletic footwear.

While the Bondi 7 Running Shoe has many positive attributes, there are still a few reasons to consider other options. For one, the weight of the shoe at 8.9 ounces could potentially feel heavy for some runners who prefer a more minimalist shoe. Additionally, the price point of the Bondi 7 is comparatively high, which may deter budget-conscious consumers.

Pros and Cons

In conclusion, the HOKA ONE ONE Women’s Bondi 7 Running Shoe is an excellent choice for individuals seeking a comfortable, stable, and stylish running shoe. Pros of the Bondi 7 include its plush cushioning, excellent stability, and variety of color options. However, potential cons include the shoe’s weight and its higher price point compared to other running shoe options.

 

HOKA ONE ONE Women's Bondi 7 Running Shoe

 

The Hoka Women’s Stinson 6 Shoes provide maximal cushioning and a comfortable ride, earning a solid rating of 4.5 out of 5 stars.

Key Stats

• Weight: 10.2 oz (289 grams)
• Stack Height: 37mm (heel), 32mm (forefoot)
• Category: Maximal Cushioning Road Running Shoe

Should You Buy?

The Hoka Women’s Stinson 6 Shoes are an excellent choice for runners seeking plush cushioning and a smooth ride. The thick EVA foam midsole delivers exceptional shock absorption, making it suitable for long runs and recovery days. The engineered mesh upper ensures proper breathability, while the Meta-Rocker technology encourages a natural and efficient running gait. The Stinson 6 also features a durable outsole, allowing for reliable traction on various surfaces.

Some potential drawbacks of the Hoka Women’s Stinson 6 Shoes include its heavier weight, which might not appeal to faster runners or those looking for a more lightweight and agile shoe. The maximal cushioning might also feel excessive for runners who are used to low-profile or minimalist shoes. Finally, the shoe’s price tag could be a deterrent for budget-conscious buyers.

Pros and Cons

Pros:
• Maximum cushioning for excellent comfort and shock absorption
• Meta-Rocker technology to promote an efficient running gait
• Breathable and comfortable upper
Cons:
• Heavier weight compared to other running shoes
• Excessive cushioning may not suit all runners’ preferences
• Higher price point

Hoka Women's Stinson 6 Shoes

 

The Hoka One Men’s Running Shoes are an exceptional blend of cushioning, support, and performance, earning a 4.5 out of 5-star rating.

Key Stats

– Weight: 10.3 oz (292 g) for men’s size 9
– Heel-to-toe drop: 4mm (32mm heel, 28mm forefoot)
– Price range: $130-$200

Should You Buy?

The Hoka One Men’s Running Shoes provide runners with excellent cushioning without being overly bulky, making them suitable for a variety of running activities. Their unique rocker-shaped sole promotes a smooth and efficient running stride, reducing the impact on joints and muscles.

The shoes also offer exceptional stability and support, making them ideal for runners who may struggle with overpronation or other gait-related issues. Lastly, these shoes offer excellent value for their price range as they boast a good balance of comfort, durability, and performance.

Although the Hoka One Men’s Running Shoes excel in cushioning and support, they may feel too maximalist or heavy for some runners who prefer a more minimal or lightweight option. Additionally, the shoe’s unique design can require a period of adjustment, as it might not suit everyone’s running style or gait right away. Lastly, some customers have reported durability issues with the upper material, which may require more frequent replacements than other shoes at a similar price point.

Pros and Cons

Pros:
– Excellent cushioning and support
– Unique rocker-shaped sole for a smooth stride
– Suitable for various running activities
– Good value for the price range

Cons:
– May be too maximalist or heavy for some runners
– Adjustment period for those unfamiliar with Hoka shoes
– Potential durability issues with upper material

 

Hoka One Men's Running Shoes

 

The Hoka One Men’s Running Shoes are an exceptional blend of cushioning, support, and performance, earning a 4.5 out of 5-star rating.

Key Stats

– Weight: 10.3 oz (292 g) for men’s size 9
– Heel-to-toe drop: 4mm (32mm heel, 28mm forefoot)
– Price range: $130-$200

Should You Buy?

The Hoka One Men’s Running Shoes provide runners with excellent cushioning without being overly bulky, making them suitable for various running activities. Their unique rocker-shaped sole promotes a smooth and efficient running stride, reducing the impact on joints and muscles. The shoes also offer exceptional stability and support, making them ideal for runners struggling with overpronation or other gait-related issues. Lastly, these shoes offer excellent value for their price range as they boast a good balance of comfort, durability, and performance.

Although the Hoka One Men’s Running Shoes excel in cushioning and support, they may feel too maximalist or heavy for some runners who prefer a more minimal or lightweight option. Additionally, the shoe’s unique design can require a period of adjustment, as it might not suit everyone’s running style or gait right away. Lastly, some customers have reported durability issues with the upper material, which may require more frequent replacements than other shoes at a similar price point.

Pros and Cons

Pros:
– Excellent cushioning and support
– Unique rocker-shaped sole for a smooth stride
– Suitable for various running activities
– Good value for the price range

Cons:
– May be too maximalist or heavy for some runners
– Adjustment period for those unfamiliar with Hoka shoes
– Potential durability issues with upper material

HOKA ONE ONE Mens Speedgoat 4 Textile Synthetic Trainers

 

The HOKA ONE ONE Men’s Speedgoat 4 Textile Synthetic Trainers excel in comfort and durability, earning a solid 4.5 out of 5 stars.

Key Stats

– Cushioning: Exceptional with responsive EVA midsole
– Traction: Multi-directional Vibram Megagrip outsole
– Fit: Secure with breathable, lightweight upper material

Should You Buy?

If you’re a trail runner seeking a comfortable, durable, and grippy shoe for various terrains, the Speedgoat 4 is an excellent choice. This shoe features a responsive EVA midsole, providing ample cushioning for long runs or hikes. The Vibram Megagrip outsole offers outstanding traction on diverse surfaces, while the synthetic textile upper ensures a secure fit without compromising breathability or weight. Overall, this shoe is a reliable option for outdoor enthusiasts seeking a high-performance trainer.

While the Speedgoat 4 has many positives, it might not be the perfect fit for everybody. Its maximal cushioning may dissuade those who prefer a more minimalist, ground-feel shoe. Additionally, the shoe may run narrow for some individuals, proving problematic for those with wider feet. Lastly, the price point might deter budget-conscious shoppers who are not ready to invest in premium footwear just yet.

Pros and Cons

Pros: Excellent cushioning, exceptional traction, secure fit, lightweight, breathable
Cons: May not suit minimalist preferences, potentially narrow fit, higher price point

Frequently Asked Questions (FAQ)

What is the difference between maximal and moderate cushioning in HOKA ONE ONE shoes?

Maximal cushioning provides more cushioning and support, making it ideal for runners who want to reduce the impact on their joints. Moderate cushioning, on the other hand, provides a balance between cushioning and responsiveness, making it suitable for a variety of physical activities.

Are HOKA ONE ONE shoes only for running?

No, HOKA ONE ONE offers a range of shoes suitable for a variety of physical activities, including trail running, hiking, and casual wear.

How do I choose the right size of HOKA ONE ONE shoes?

It is recommended to measure your foot size and consult the HOKA ONE ONE size chart to determine the appropriate size for you. Additionally, it is recommended to try on the shoes and walk or run in them to ensure a proper fit.

Are HOKA ONE ONE shoes durable?

Yes, HOKA ONE ONE shoes are known for their durability, with many models featuring durable materials and reinforced designs.

Can HOKA ONE ONE shoes be used for high-intensity training?

Yes, some HOKA ONE ONE models, such as the Bondi and Clifton, are suitable for high-intensity training due to their responsive and supportive design. However, it is recommended to choose a shoe model that is specifically designed for the type of activity you plan to engage in.

Conclusion

In conclusion, HOKA offers a range of shoe models with different cushioning levels and designs to cater to the needs of various athletes. The Clifton 8, Bondi 8, and Rincon 3 are ideal for road running, while the Stinson 6 and Bondi 7 are suitable for trail running. Additionally, the brand’s low-top sneakers offer a comfortable and casual option for everyday wear.

Whether you’re a seasoned runner or simply seeking a comfortable pair of shoes for daily wear, HOKA ONE ONE has a shoe model to suit your needs. By considering the features and benefits of each shoe model, you can make an informed decision and choose the perfect pair of shoes for your fitness journey.

Deanna Ritchie

Managing Editor at ReadWrite

Deanna is the Managing Editor at ReadWrite. Previously she worked as the Editor in Chief for Startup Grind and has over 20+ years of experience in content management and content development.

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Politics

Crypto Trading and Its Impact: Understanding the World of Cryptocurrency

Published

16 hours ago

on

05/27/2023

By

Deanna Ritchie


Cryptocurrency has gained significant attention and popularity in recent years. With its decentralized nature and potential for high returns, crypto trading has become a subject of interest for investors and individuals seeking new opportunities. In this article, we will explore the world of crypto trading, its impact on the economy, and the factors that contribute to its volatility. By understanding the intricacies of crypto trading, you can make informed decisions and navigate this dynamic market.

Introduction

Cryptocurrency, a digital or virtual form of currency, operates on a technology called blockchain. It offers secure, peer-to-peer transactions without the need for intermediaries like banks. Crypto trading refers to the act of speculating on the price movements of cryptocurrencies like Bitcoin, Ethereum, or others. Traders buy these digital assets at a low price, hold onto them, and sell when the price rises, aiming to generate profits. Before delving into the impact of crypto trading, it is essential to gain a thorough understanding of this realm.

Understanding Cryptocurrency and Crypto Trading

Cryptocurrency operates on decentralized networks, making it resistant to censorship and manipulation. It utilizes cryptographic techniques to secure transactions and control the creation of new units. Unlike traditional currencies, cryptocurrencies are not regulated by central authorities or influenced by monetary policies, inflation, or economic growth. This decentralized nature allows for peer-to-peer transactions and removes the need for intermediaries like banks. Additionally, the rise of cryptocurrency has paved the way for various online platforms that enable betting online, providing individuals with an opportunity to participate in this innovative financial ecosystem and potentially profit from price fluctuations.

Volatility and Risk in Crypto Trading

One of the defining characteristics of the crypto market is its volatility. Cryptocurrencies can experience substantial price swings within short periods, presenting both opportunities and risks. The rapid changes in prices can lead to significant gains or losses for traders. It is crucial to acknowledge the inherent volatility and implement risk management strategies while engaging in crypto trading. Without proper risk management, traders may face significant losses.

Economic Impact of Crypto Trading

The economic impact of cryptocurrency extends beyond individual trading activities. As the crypto market continues to grow, it garners attention from economists and investors alike. Cryptocurrencies have the potential to disrupt traditional financial systems and offer new possibilities for global transactions, remittances, and decentralized applications. The value of a cryptocurrency can be influenced by factors such as supply and demand dynamics, technological advancements, regulatory changes, and market sentiment. The rise of cryptocurrencies has sparked debates among economists and policymakers regarding its potential long-term effects on the global economy.

Advantages and Disadvantages of Crypto Trading

Crypto trading presents various advantages for participants. Firstly, the crypto market offers high liquidity, allowing traders to buy and sell assets quickly without significant price impact. Additionally, the crypto market operates 24/7, enabling traders from different time zones to engage at their convenience. Moreover, the potential for substantial returns attracts many individuals to explore this alternative investment avenue. However, it is important to acknowledge the potential disadvantages of crypto trading. Market manipulation, regulatory uncertainties, and the risk of cybersecurity breaches are some of the challenges that traders may face. Therefore, conducting thorough research, staying updated on market news, and understanding the risks are crucial for successful crypto trading.

Technical Analysis in Crypto Trading

Technical analysis is a widely used tool in the crypto market. It involves analyzing historical price data and market trends to predict future price movements. Traders utilize various indicators, chart patterns, and statistical models to identify potential trading opportunities and manage risk. Technical analysis provides valuable insights into market trends and patterns, especially in a highly volatile and dynamic market like cryptocurrency. By studying price charts and utilizing technical analysis tools, traders can make more informed decisions and potentially improve their trading strategies.

High-Frequency Crypto Trading

High-frequency crypto trading refers to executing a large number of trades within short timeframes. Traders aim to capitalize on small price discrepancies across different exchanges by making rapid buy-and-sell transactions. This strategy relies on advanced technology and algorithms to automate trading decisions and execute trades quickly. While high-frequency trading can potentially generate profits, it requires substantial capital, advanced technology, and expertise. Traders should also consider the risks involved, such as technical glitches, market manipulation, and regulatory challenges. Therefore, high-frequency trading is typically more suitable for experienced traders who have the necessary resources and expertise.

Conclusion

In conclusion, the world of cryptocurrency and crypto trading presents both opportunities and challenges for individuals seeking alternative financial avenues. Understanding the decentralized nature of cryptocurrency and the cryptographic techniques it utilizes is essential in grasping the potential of this digital asset class. Crypto trading allows individuals to participate in this innovative financial ecosystem and potentially profit from price fluctuations. However, it is crucial to acknowledge the inherent volatility and risks associated with the crypto market. Implementing risk management strategies, conducting thorough research, and staying informed are vital for success in crypto trading.

The economic impact of cryptocurrency extends beyond individual trading activities. With the potential to disrupt traditional financial systems, cryptocurrencies offer new possibilities for global transactions and decentralized applications. Economists and investors closely monitor the development of cryptocurrencies and their effects on the global economy. While crypto trading provides advantages such as high liquidity, accessibility, and the potential for substantial returns, it is important to be aware of the potential disadvantages, including market manipulation, regulatory uncertainties, and cybersecurity risks. Traders must approach the crypto market cautiously, conducting thorough due diligence and understanding the associated risks.

Technical Analysis

Technical analysis plays a significant role in crypto trading by providing insights into market trends and patterns. Traders can utilize various technical analysis tools to identify potential trading opportunities and manage risk effectively. However, it is crucial to note that technical analysis should be used in conjunction with other fundamental and market analysis techniques, as it is not foolproof. High-frequency crypto trading, though potentially profitable, requires substantial capital, advanced technology, and expertise. It is a strategy more suitable for experienced traders who can navigate the associated risks and challenges.

To succeed in crypto trading, continuous learning, adaptability, and staying updated with the latest developments are key. The crypto market is ever-evolving, presenting both new opportunities and challenges. By approaching crypto trading with caution, conducting thorough research, and maintaining a comprehensive understanding of market dynamics, individuals can navigate this dynamic landscape and potentially benefit from the opportunities it offers.

Deanna Ritchie

Managing Editor at ReadWrite

Deanna is the Managing Editor at ReadWrite. Previously she worked as the Editor in Chief for Startup Grind and has over 20+ years of experience in content management and content development.

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