For 37 years, Edison Partners has provided the financial and intellectual capital that CEOs and their executive teams need to grow and scale their companies. The firm’s team brings more than 275 years of combined investing, operating and sector experience to each investment, accessible via the Edison Edge value creation platform, which is tailored to each business’ strategy, stage and operating needs. Edison targets high-growth financial technology, healthcare IT and vertical SaaS and marketplace companies located outside Silicon Valley with $10 million to $30 million in revenue. Investments also include buyouts, recapitalizations, spinouts, and secondary stock purchases. Edison’s active portfolio has created aggregated market value exceeding $10 billion. Edison Partners manages $1.7 billion in assets. For more information on Edison Partners, please visit edisonpartners.com.

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Hi there! My name is , I’m a Product Manager. In this essay of the series I will share with you . Previous parts of the series you can find below: Vitalii Berdichevskyi List of top VC's invested in HR Tech Performance And Productivity Management Software Industry Research [Part 1] Human Resources Management Software Business Research [Part 2] 2020 HR Tech trends [Part 3] What you will find in the essay: 2019 HR Tech VC deals by the Categories Key takeaways from Global HR Tech VC TOP VC’s investing in the HR systems by total dollars tracked (2017-2019) TOP lead investors in HR technology VC in 2019 Invest funds which invest in HR Tech in US and Europe with examples of criteria and search filters on Crunchbase A collection of handpicked links I used in the research 2019 HR Tech VC by the Categories Sub-category VC In 2019 (Source: ) HRWins by LAROCQUE, LLC 2019 Global HR Tech VC amount by category (Source: ) HRWins by LAROCQUE, LLC 2019 Global HR Tech deal count by category (Source: ) HRWins by LAROCQUE, LLC Key takeaways from Global HR Tech VC $1.15 Billion, 48 deals - results of 4Q 2019 $5.33 Billion, 238 deals - results of CY 2019 $22.4 million average deal size across all HR tech categories - results of CY 2019. 238 deals from 32 countries in 2019. TOP 4 countries: U.S. - 127 (53% of deals), UK 22 deals (9.2%), France 15 deals (6.3%), Canada - 11 deals (4.6% of total number of deals) 60% of the global HR technology VC was invested in U.S.- based startups since 2017 $313 billion - combined TAM of HCM technology in US and UK in 2020 $100.2 billion - combined SAM of HCM technology in US and UK in 2020 (Source: ) HRWins by LAROCQUE, LLC TOP VC’s investing in the HR systems by total dollars tracked (2017-2019) Top VC investing in the HR systems (2017-2019) are: Softbank Andressen Horrwitz T.Rowe Price W Capital Partners Umbra Capital Partners Index Ventures K1 Fidelity Management & Reseach Company DST Wellington Management Company List of VC's by total dollars tracked (2017-2019) Top Lead Investors In HR Technology VC in 2019 Y Combinator Bessemer Venture Partners Insight Partners SEEK Sequoia Tiger Global Accel Partners Softbank Andreesen Horowitz Battery Ventures Edison Partners Founders Fund Fuel Ventures HV Holtzbrinck Index Ventures Kleiner Perkins Madrona Venture Group Owl Ventures with amount of deals and specialization List of TOP lead investors in HR Tech Invest funds which invest in HR Tech in US with examples of criteria and search filters on Crunchbase Techstars YCombinator 500 Startups New Enterprise Associates MassChallenge Criteria: Number of portfolio organizations: greater or equal >800 Portfolio organizations: Industries = Human Resources Portfolio organizations: Headquarters location = United States Portfolio organizations: Last funding date: 01/01/2019 - 12/31/2019 Number of exits: >= 50 Number of investments:  >=10 Investments: CB Rank >=1,000 Filters on Crunchbase Invest funds which invest in HR Tech in Europe with examples of criteria and search filters on Crunchbase EASME Techstars YCombinator 500 Startups Plug and play Criteria: Number of portfolio organizations: greater or equal >800 Portfolio organizations: Industries = Human Resources Portfolio organizations: Headquarters location = Europe Portfolio organizations: Last funding date: 01/01/2019 - 12/31/2019 Number of exits: >= 50 Number of investments:  >=10 Investments: CB Rank >=1,000 Filters on Crunchbase Other criteria examples Portfolio size in region = number of portfolio companies in region, all time Number of rounds in last 12 months = number of rounds which investor participated in during last 12 months Deal size in last 12 months ($ millions) = total aggregate size of rounds which investor participated in during last 12 months Exit score  = number of exits relative to total portfolio, all time Exits number = number of exits, global Number of exits > $100 millions (total firm value, all time) Number of exits > $500 millions (total firm value, all time) Number of portfolio companies valued over $500 millions, all time Capital efficiency = total $ amount of all exits relative to the $ amount of capital invested (total of rounds which investor participated in, all time) A collection of handpicked links I used in the research Below is the link to handpicked resources I have used in Google Sheet format. What’s inside: Articles Industry reports List of top HR tech influencers and many more. To use filters you can easily make a copy of the file and save it to your Google Drive. A collection of handpicked resources Summing it up $5.33 Billion, 238 deals from 32 countries - results of CY 2019 TOP 4 countries: U.S. - 127 (53% of deals), UK 22 deals (9.2%), France 15 deals (6.3%), Canada - 11 deals (4.6% of total number of deals) 60% of the global HR technology VC was invested in U.S.- based startups since 2017 $313 billion - combined TAM of HCM technology in US and UK in 2020 $100.2 billion - combined SAM of HCM technology in US and UK in 2020 TOP 5 VC’s by total tracked dollar amount in 2017-2019: Softbank, Andressen Horrwitz, T.Rowe Price, W Capital Partners, Umbra Capital Partners TOP 5 VC’s by the number of deals in HR Tech in 2019: Y Combinator, Bessemer Venture Partners, Insight Partners, SEEK, Sequoia P.S. This essay was previously published at . If you have any questions about the research or are in love with creating products - please feel free to ping me on or . Lampovoeit.space Facebook LinkedIn

List of Top VC Firms Investing Into Promising HR Startups [Part 4]

THE CORPORATION

Top Software Development Companies 2022 That Are Growing Fast

From the Origins of the Internet to Decentralized Web 3.0

The dramatic improvements in medicine over the past hundred years have been one of the most defining factors of modern civilization. What used to be life-threatening diseases are now mild annoyances that we only wait out because of modern medicine. Undiagnosable diseases back then are now identifiable thanks to modern techniques and testing. This article will take a look at Theranos, a company that claimed to be able to revolutionize how blood testing is done. We will see how the company grew and how it ultimately crumbled because of its high claims. How Theranos Began Imagine you are taking a blood test for general diagnostics. General practice is to take multiple draws of blood to accomplish several tests. Theranos, however, offered an alternative to this. A health technology company, Theranos . Only using a few drops of blood for blood work means a more efficient healthcare system: one that is cheaper and faster. claimed to be able to conduct a multitude of tests with only a few drops of blood This was all said to be possible through Theranos’ proprietary technology. Through Theranos’ “invention,” the Edison, up to 200 tests can be performed using only a few drops of blood. A breakthrough like this had great implications for how healthcare is accomplished across the world. Continued Growth Within a relatively short time frame, Theranos expanded quickly. With the company’s claims, a lot of people had their eyes on the potential of Theranos. There were practical applications and financial opportunities that people wanted to achieve with Theranos. A Good Image Back in 2003, Elizabeth Holmes was taking up a degree in Chemical Engineering at Stanford University. Eventually, in the same year, she dropped out of Stanford to pursue her ideas of new ways of doing blood tests. Holmes was the founder of the start-up, Real-Time Cures. This start-up eventually became Theranos as we know it. While serving as CEO for Theranos, Holmes was well known for her charisma, image, and aura. Holmes proved to be crucial for how Theranos grew. Through Holme’s commanding presence, she took Theranos forward — serving both as face and leader for Theranos. Approaching the Right People Elizabeth Holmes approached different venture capitalists to fund her vision for Theranos. A key point here is that Holmes approached venture capitalists that were not well-versed in medical technology or health technology. Theranos got around $6 million in funding by late 2004. The promise of a revolutionary way of doing blood work enticed different entities to partner up with Theranos. Besides the original venture capitals which funded Theranos, others helped Theranos grow up to a top worth of $9 billion. Partners included Safeway and Walgreens, plus other funding firms and stakeholders. A House of Secrets Theranos was secretive, not only with its technology but also with how the company worked. As it was known in the industry, Theranos worked via “stealth mode.” This means Theranos did not generally publicize its findings and research, nor did it have press releases. This enabled Theranos to acquire more and more partners to expand itself without explaining what they were working on. By claiming Theranos could not say how exactly their blood testing works — because it was a trade secret — partners got into agreements where they took Theranos’ word for it. Claiming Something Revolutionary By claiming to have revolutionized how blood testing was done, Theranos brought something new to the table. Using Edison, Theranos would have made traditional blood testing obsolete. This would have carved a new practice in the healthcare industry. Tests would not only be cheaper, but they would also be automatically processed, more accurate, and portable. This attracted a lot of attention: from media hype, investors, and business partners. The Beginning of The End While Theranos was growing rapidly, multiple people became skeptical of the company. For example, a Stanford professor publicly raised suspicions about Theranos’ claims because there were no peer-reviewed articles about Theranos’ technology. In the health sciences, this was a highly unusual practice. However, a turning point for Theranos was when journalist . In this article, Carreyou published that Theranos was not using its technology for their demonstrations — instead, normal blood testing techniques were used. John Carreyou published his article about Theranos There was never any innovative technology, and the supposed “Edison” was allegedly never even real. Though Theranos tried to defend itself, the damage was already done. Other people within the company spoke out on Theranos’ false claims. The exposure of Theranos’ lies about their technology severed ties with Walgreens and Safeway. Plus, Theranos received repercussions from the FDA, SEC, and multiple lawsuits. Eventually, in 2018, . From a valuation reaching up to $9 billion, Theranos dropped to being worth nothing. In that same year, Elizabeth Holmes and her COO Ramesh “Sunny” Balwani were charged by the U.S. Attorney’s Office for the Northern District of California. Theranos dissolved after years of legal trouble Several accusations were made throughout the years. In February 2021, Holmes was accused by federal investigators of destroying evidence during the last days of Theranos. What Can We Learn From Theranos? Theranos did some things that we should imitate, but it also did some things we should avoid. What should we pick up from the story of Theranos? The first is that bringing something to the table is crucial. Theranos provided something revolutionary in their industry. Otherwise, there would be no attracting factor for customers or partners for your business. Second, how you present yourself is important. Elizabeth Holmes led Theranos as its face and CEO with a certain presence. Charisma, image, and aura all help with how people approach and think of you. Third, always choose who you approach for your business. Elizabeth Holmes got millions in funding early on by choosing people who did not understand the health technology industry well. Choosing who you approach helps increase your chances of getting a good deal for your business, but can hurt the success of your business immensely. Choose to raise money from people who may be harder to raise money from, but know your industry intimately. This will allow you to leverage their experience when push comes to shove. Most importantly, always back your claims. Theranos continuously made false claims about its technology and effectiveness. Do not make claims you cannot follow up on — it may come to backfire on you later down the line. The Bottom Line Theranos was a company that grew quickly because of the value its claims created. A new way of doing blood tests meant a drastic change for the healthcare industry. However, false promises led to Theranos losing everything it had built up. While claiming something to differentiate your business from competitors is crucial, making claims you cannot follow up on will only harm your business. Theranos relied on false claims to create value. Once its lies were exposed, everything fell. How Theranos grew its business and how it lost everything is something businesses and companies should learn from. Also published here

The Ups and Downs of the Theranos Saga

Is Software Eating The Useless Class?

Failure is something nobody enjoys. However, there’s proof that it will make you a better entrepreneur. As such, you should learn how to truly embrace it. Failure is synonymous with a lack of success. This is something nobody enjoys experiencing, especially in the business world today. However, there are some studies that suggest that as an entrepreneur you really should be embracing failure because it will make you a better entrepreneur. Here are some ways you can learn how to truly embrace failure and grow from doing so. Failure is a Great way to Learn Entrepreneur says it’s those people who fail the most who will learn the most because you’re learning what does and doesn’t work. This is something Thomas Edison said, “I have not failed. I’ve just found 10,000 ways that won’t work.” It’s also something that venture capitalists understand. They invest in entrepreneurs who’ve undergone multiple failures. Many people who have YouTube channels have also learned this. After having channels that were stagnant for many years or videos that don’t get many views, they’ve created popular channels and videos. This is because the failure has taught them how to discover what really works and then capitalize on it. Deal with Your Emotions Many people don’t realize that there’s a major difference between a “reaction” and a “response.” A reaction is emotional so it’ll typically make the problem worse, especially in a business where there’s no room for emotion. Unfortunately, this will cause you to lack movement. A response implies inertia. Here you’re willing to examine and deal with your emotions (e.g. anger, sadness, fear) so you can respond and react to your failure. This means more than simply checking your emotions at the door. You must take the time to process them and create a plan to make positive changes. For instance, when you have leads that don’t convert, you must take some time to look at your marketing funnel so you can find ways to bring in your lost prospects. Failure may be a Sign of Coming Success It’s important to see your failure as the preview to upcoming success. T.S. Eliot says that “Only those who will risk going too far can possibly find out how far one can go.” When you look back on your life, you’ll probably see that this is true. Life’s biggest achievements typically follow your biggest failures because you dared reach out of your safety zone, to think outside of your box. Helpful Ways to Identify Bad Partners Inc. says there are several ways in which you can spot someone who’d . Fortunately, you can do this before you sign any contracts or enter any deals with them. You must look out for: make a bad business partner · Things that look too good to be true because they probably are · People with ulterior motives because they’re usually in things for themselves · People who aren’t willing to share a balanced workload because you’ll grow tired sooner than later · People who don’t tell you the whole truth because you need to know everything there is to know about your business Get Motivated and Gain Perspective with a motive and perspective. They can also tell you about things that you’ve never experienced so that you can use this to approach your future goals and perspectives. Regardless of what your business’ weak spots are (e.g. generating brand awareness, being found by online customers), you can get help with some new ideas that you can try in real life. Unfortunately, this might not help you immediately since it takes time to process failures, overcome emotions, and find logical reasoning in the midst of everything. However, once you’re able to do these things, you’ll have the perspective you need to turn things around and become (more) successful. Motivational speakers will help you reach your goal Discover What’sMissing C.S. Lewis had a great way of looking at failures. He said, “Failures are finger posts on the road to achievement.” In other words, they’re a signal that something is missing, something must change so you can be successful. When you approach failure in the right way, you’ll find the gaps, weaknesses, and limitations in yourself, and your strategies, systems, business, and team so you can find ways to change or improve. By creating this type of a plan you’re able to push through, circumvent, or overcome these things. Here you must also watch for “trigger failures” — those habits in your environment that guarantee your failure before you even get started in the first place. Execution is Everything Once you have a good idea and the right people who can do the work for you, it’s time to execute everything. CMO says this is something you should start with from the very marketing because you must have a good grasp on their ideas. This is also a great time to test the idea, get your customers’ input, and talk to other people so you can see things from their perspective too. All of this is important because this is when things are the most likely to fail, especially if you don’t have all the information you need so you can push forward without overthinking things. After an idea is brought to fruition, you can move beyond marketing to optimization. While this is the last step, it’s crucial because now is when you need your customers’ feedback the most. You must figure out how to better understand them and how they’re using your products or services. Obviously, your job doesn’t end here. Continual optimization will so you can be successful. help make your business better Conclusion Understanding the true meaning of failure (being a lack of success) is something that we’ve been programmed with since the day we are born. We’re also taught how we shouldn’t enjoy this experience, especially when it’s in a major area of our life, like with our business. Clearly, it’s time that we change our viewpoint here. It’s time to start embracing your failures and growing from them. Now that you have a better understanding of this and how you can do it, it’s time for you to get started. What actions can you take to do this today?

Become a Better Entrepreneur By Embracing Failure

According to the , In Australia women constitute 50.6% of the population. McKell Institute Despite making up nearly half the total workforce, most senior roles in organisations in Australia are heavily male-dominated. Men hold 74.9 % of ASX200 board positions, and there are still 16 ASX200 boards with no female members. At the top levels of organisations, women hold just 16.3% of CEO positions and 28.5% of key management personnel positions within companies reporting to the Workplace Gender Equality Agency. Among ASX100 companies, 5% of CEOs, 10% of COOs/Deputy CEOs and 6% of CFOs were women in 2015. And pay, the full-time gender pay gap is trending down, but men a year more than women on average. still take home $26,527 Beyond the numbers, figures, statistics and horror stories, there’s no better way to address gender diversity in tech than with the women right there in the face of it all. So we’ve been out speaking to women across the technology spectrum, from US Software companies experiencing rapid growth, to Australian startups, to larger Australian corporations going through a transformation. From Front End to Sales and Marketing, we aim to shed some light on the issues facing our industry and shed some light on the female game changers right here on our shores. Today, we celebrate the pioneering work they are doing and gain some tangible advice and challenges to our industry to finally bridge the divide. Our Panel Petra Sprekos, General Manager — Commercial Operations, OEM & Media, Carsales.com Petra’s career began in a family real estate agency in the northern suburbs of Melbourne. Since then Petra has held various roles within the property industry before becoming the General Manager of the real estate portal realestateVIEW.com.au. In 2016, Petra joined as a general manager for Melbourne based CarSales. Her journey to leadership came early, becoming a GM at the age of 27. Her proudest feat in her current role is her ability to drive focus and growth in the lifestyle, leisure and industry brands for Carsales. Adelaine Ho, Head of Diversity, Inclusion & Technical Lead at hipages Adelaine started at hipages in 2009 as a front-end developer, throughout the growth of the company she’s pioneered hipages diversity initiatives, ensuring hipages maintains and creates a diverse and inclusive environment. Her proudest project to date is the Get Quotes platform and the messaging centre, describing the products as the stand out compared to competitors when released in 2012. Within a year of launch, the new product was turning over 17,000 jobs a week. And today, 100,000 jobs a month. Sophie Langford, Head of Marketing, Asia Pacific and Japan, Qualtrics Sophie joined Qualtrics within a year of launch into Sydney from the US. As the first marketing hire, she was brought on to start-up the marketing function and team. Launching and growing of the Qualtrics brand in APAC has been her proudest achievement to date, Qualtrics has gone from no brand awareness to being a key player in the market research, customer experience, and employee experience spaces in just 2.5 years. Michelle Bendschneider, Director of Products, Telstra Michelle first became a people leader at 22 having a team of roughly 15. She started in the world of SAP, in the mid-90s as it was taking off, at the time, deploying one of the most significant solutions for that product in the world. Overnight she had gone from an individual contributor without a team, to a leader. With a background originally in Software Engineering, she has held executive roles in Sales, Services and Technology solution domains, across multiple industry segments and geographies. Hollie King, Head of Sales Strategy & Operations and Finance, Qualtrics Hollie too joined Qualtrics having worked across the finance and tech space both here in Sydney and the UK across 15 years. Hollie started at Qualtrics as part of the APJ the founding team nearly three years ago to set the strategy with sales on entering new markets, operationalizing and executing to those plans. A key recent project of impact to-date in the role has been forming a financing partnership for Qualtrics with Macquarie Bank. A great brand in the Australian marketplace, providing innovative solutions for customers, helps keep the sales team productive, and ultimately drive growth. What They Wish They Knew Although now in senior positions, we asked the panel to reflect on some of the key learnings they wish they’d known at the start of this journey, both working in the tech space and becoming a leader. Advice varied from the personal to the practical with a strong emphasis on driving visibility of the impact of your work. Get experience across the technology stack Technology is so broad, you need to make sure you have done all roles or at least the main ones, Sales, Marketing, Development and Product. Having a good understanding of all the main areas of the business early would have helped me understand and penetrate the market more effectively. I would have also understood the reasons why and challenged my team in areas I did doubt in my gut but accepted as they were the experts. I also wouldn’t have made so many mistakes. Lucky for me, I never made a mistake twice, but knowing what I know now, makes me wonder where the businesses I worked for would be. Petra: Failing is part of learning I love this quote by Thomas Edison, “I failed my way to success”. I used to think I was a cursed child when it came to conducting Conversion Rate Optimisation (CRO) A/B tests. Every test I ran, the results would be negative even when the test hypothesis seemed to be a definite winner. Very quickly, I realised that the lessons we learnt from each failed test gave us insights to know the behaviours of our end users more. I preach this to my colleagues when they run tests now. Failing allows us to reiterate and test again; like a drug, it becomes addictive as we try to figure what doesn’t work and what works. Enjoy the journey of growth; it’s exhilarating. Adelaine: Be Visible Something I wish I knew earlier was to be more visible. It’s not just the work, make sure the right people know you are doing it. This is a common misconception for most females that working hard alone will get them where they want to be. That is needed but with the right visibility and exposure along the way. I would also suggest being strategic in ensuring you are working on the projects that have maximum impact on the business. Hollie: Master all levels of communication : I’d agree with Hollie on visibility, always take the opportunity to be visible across the company, take on special projects, speaking opportunities etc. Also, confidence is critical in your communications, and it is crucial to communicate with data and how your role and responsibilities align with revenue growth. Finally, the ability to cross-pollinate across departments is important, always be sharing your strategy and how it can impact their teams/departments. Sophie Slow down I would tell myself to slow down a little; that is, not to respond at the moment. I would give myself the permission to balance the passion and energy and pace with a moment of mindfulness and to enjoy the ride. I’d also find a good mentor to learn from, gain insights from business leaders and always be authentic. Michelle: Stopping the Divide The reasons for the underrepresentation of women in IT are complicated, but many of our panel believe awareness is a crucial factor, from school education, to workplace communication, even the way society still views the employment system. They had this advice to share: Raise awareness It’s all about awareness; awareness that being diverse as a business drives innovation and growth. I have never been the one to be a loud feminist, but I have always found myself in situations where I am a minority having worked in male-dominated industries all my life. Secretly I like it; I understand that females bring another perspective to the table and thankfully at Carsales most of the males think this way too. Businesses need to keep talking about it; society needs to keep talking about it. Social media has been incredible when it comes to strong dominant females owning a lot of the conversation across topics and issues; it has provided a great platform for anyone (male or female, short or tall, black or white) to have a voice. I think that this next generation will be fine and we will start to see the divide go. Petra: Address wider societal issues There is a societal shift — in many young families, both parents are in the workforce. It is vital that couples share responsibilities of child caring and have mutual support for their partner’s career progression. Adelaine: I attended a conference where Andrew Stevens, member of Male Champions of Change mentioned that we need to be accepting of changes that need to occur in a system which was originally designed by men to ‘play the game’; to disrupt this, we need to change the system to suit both genders and not teach women how to be more like men. This was a great takeaway for me. Start in the early stages It’s a complicated issue and multifaceted. It starts with a lack of pipeline in some areas at the start of careers with the time taken out later in careers. I’m interested in working with schools to attract girls into taking STEM subjects. We need to focus on attracting female talent, but then also retaining the talent. Hollie: Companies have a sense of responsibility for ensuring pay is fair across similar roles, it has to come from the top. Lastly, we (females) as individuals need to ensure we negotiate pay well on our behalf. Being well armed with market data helps with confidence to negotiate. Qualtrics and Hollie as part of a team of leaders from each Regional HQ is working with the Clayman Institute at Stanford University to learn from experts in the space. Don’t shy away from talking about pay It starts in education, we just don’t have enough females pursuing an IT/tech degree. Most of the females who are in tech leadership roles have fallen into the tech industry rather than seeking out tech organisations as a preferred industry for them to work in. I certainly fell into the tech industry, however now that I’m here, I would not have it any other way. I believe it is one of the most exciting and dynamic industries. In order to attract more females into this industry, we need to promote the success of females. I believe there may still be a pay gap between females and males in the IT/tech industry — not necessarily at Qualtrics due to our leveling system, but certainly in other tech organisations. Females need to negotiate pay right from the start, and organisations should look at a leveling system which allows people at the same levels be paid exactly the same. Sophie: Advice for Aspiring Leaders Based on the insights that emerged from these interviews, what can aspiring professionals do to advance towards a leadership role in technology? We suggest three things: ask yourself what you are really looking for, embrace change, seize opportunities and ask for support and mentorship both internally and externally. : There are all types of leadership. Individual contributors can be great leaders and technology specialists have just as much leadership impact as a people leader despite the two being quite different. What type do you envision for yourself? Do you see yourself steering a large group of people? Or do you feel you have more value as an individual contributor with leadership skills? Often there is a perception that the larger the pool of people you lead, the more important you are in the organisation but that’s not the case in the modern ways of leading. Leading is about influencing outcomes that you don’t necessarily control and being accountable for those that you do. Michelle : External mentors (outside of your organisation), are great to be used as a sounding board to your ideas and strategies, as they will come with a fresh perspective and won’t be caught up in the details. Sophie Also internal mentors, preferably from a different department, are great resources as they will internally promote your work, up and across the organisation, this will help with visibility and may be able to get you onto different and more visible projects. Alliances are key to being happy in the workplace, ultimately if people are happy they stay longer. Support is key, when people lobby for you on your behalf it can have a big positive and wide impact. Having alliances makes the world of difference. Hollie: Looking to join an organisation with some great female tech leaders? Check out our latest . job listings

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