July 2024 - neuco - Global recruitment executive search

Building a Remote Culture

Posted on July 26, 2024May 16, 2024 by Ewan Lawrenson

Thanks to modern technology, global teams are more connected than ever. But does that mean they operate in a shared culture? On Episode 31 of The Satellite & NewSpace Matters Podcast, we were joined by Dr. Clemens Kaiser, the Chief Program Officer at Rivada Space Networks to talk about his experience of building global teams. Here’s what he said:

What has your experience of mentoring been like?

I’ve benefited from mentoring, and now I’m acting as a mentor myself. I’ve hired some former colleagues, some of whom had already retired, and I told them to join us on a part-time basis as mentors. Now they’re giving back what they know from doing it over the last 30-year lifecycle.

Something I’m doing as a lecturer at the university in Munich is sitting down with students who are at the beginning of their 20s to talk about what’s going on in our world. I’m coming from a world which was purely instituted institutional space business, where there were only the big space agencies. Now, we are in an age of NewSpace and commercial space, which are completely new areas.

There are a lot of opportunities, especially for youngsters. They can choose to go to big established companies where they get a lot of good training, or join startups which are tough and a completely different way of working. Both paths have the same to the same objective of launching admission into space.

How do you create a culture that welcomes new people, and how do you identify the people who will help you take that culture forward?

What is the key to success? People acting as a team. When we do an interview, we ask, ‘Does he fit into the team? Does he fit into our culture?’ We recently did an internal workshop, and people gave us feedback that this is the most tremendous and fascinating team they’ve ever worked with. We looked at each other and said, ‘Yeah, but what have we done?’ Well, you do it automatically. Our way of thinking, the values that drive us, and the culture we are building all come together to help the team work together.

Everyone has a skill set. We are always together as a team, and no one is left behind. That comes from a leadership team of 10 original people, who then hired a combination of really experienced people who fit into the team. Now we can benefit from really good people coming from other large operators and constellations as well.

It’s about doing the right things. Having a clear direction helps the younger generation come in and keep the team glued together. Then you can plug in new people who feel immediately at home and accepted while taking on a high level of responsibility. Everyone is also asked to look around their own fence while thinking about the entire system.

How do you instil a team spirit in a global team?

When I started, it was before COVID-19, and we suddenly completely changed how we worked. We need to find the right balance now. It’s important to get people in one room in front of a whiteboard to brainstorm, work together and collaborate. We have a hybrid working model where we say that even people who are working abroad come in from time to time to spend time with the team.

We’ve built the kind of culture where people invite their colleagues to meet Tuesdays and Wednesdays in the office, come to meetings together, and do sales and non-technical stuff collaboratively. They get together for lunch or dinner, which is so important in these times. Some experts may have more reasons or justifications to work from abroad or in a remote setting, but mostly the stuff we are doing is really common. We are quite productive, and it works. Even when people need some time off, they stay connected, and they always love to come back because of the personal relationships they have.

To hear more from Clemens, tune into Episode 31 of The Satellite & NewSpace Matters Podcast here.

We sit down regularly with some of the biggest names in our industry, we dedicate our podcast to the stories of leaders in the technologies industries that bring us closer together. Follow the link here to see some of our latest episodes and don’t forget to subscribe.

Developing Next-Generation IoT Applications

Posted on July 19, 2024May 16, 2024 by Alistair Wilson

IoT is a growing part of the Connectivity industry. On Episode 21 of The Connectivity Matters Podcast, we were joined by Dave Kjendal, the CTO at Senet, to talk about the latest advancements in the IoT field, as well as its practical applications to daily life. Here’s what he said:

“There are so many that can be talked about in terms of where that technology can be applied. What’s really interesting is that massive-scale IoT is where we see a lot of interest. Utility spaces, such as water utilities, are certainly quite mature in terms of massive-scale IoT adoption. They’ve developed things like metre reading, water quality analysis, and valve controls, done at very large scales using millions of devices that have been instrumented for many years now. That’s been a natural evolution in the space for driving efficiency.

We’re starting to see that the next opportunity in the utility area is looking at the natural gas area, which includes residential gas delivery systems. So metering, valve control, leak detection, things like this, as well as in the production side of it. Everyone is very aware of the sensitivity of methane to climate change, so a lot of focus is being put on that area. Unfortunately, on the residential side, there’s a loss of life and property that happens on a fairly regular basis.

Another area of IoT that has been growing is food safety compliance. Making sure that food is stored and prepared safely is another area where instrumentation can really go very far towards minimising costs while guaranteeing safety to the customer.

Those are maybe not obvious examples for many people who are thinking about the smart thermostat on their wall, but as we see it, it’s that level of instrumentation that really starts to unlock massive-scale value. The next iteration is more focused on smart applications that create heavily instrumented buildings. We saw some of this happen during the COVID period, where occupancy and safety impacted airflow and temperature variations. Things like VOC monitoring and humidity monitoring are the next big steps down that path.

What’s interesting to think about in those three examples is that there are regulations that are either in place or coming into place in the future, that are the precursors to pushing the market down that path. Many times, industries look at regulation as a threat, but for those of us in IoT, regulation is very often an opportunity for us to deliver solutions cost-effectively, creating a win for the consumer in the bill and for the property owner in meeting the regulatory requirements. It is one of the most interesting massive-scale opportunities as we start to improve our view as a society around what should be done, and we have the tools to implement it cost-effectively.

To hear more from Dave, tune into Episode 21 of The Connectivity Matters Podcast here.

Addressing Ethics in the Space Industry

Posted on July 12, 2024May 16, 2024 by Katja Schmieding

With growing concerns over the human side of the space industry, ethics are becoming a pivotal part of conversations in the sector. On Episode 30 of The Satellite & NewSpace Matters Podcast, we spoke to Sita Sonty, the CEO of Space Tango, about her thoughts on the topic. Sita has an impressive career history in space, including leading space industry practices at the Boston Consulting Group and working as the Head of Human Spaceflight Sales at SpaceX. She also led an interesting career in government, with over 17 years of experience as a US diplomat. Combining these two areas has given her a wealth of insights into the legal and ethical implications of space. Read on to hear her thoughts.

“A lot of the decisions that are made by sovereign governments impact where you can launch a launch vehicle from, how much payload it can carry, the purpose of its payload, whether it is designed to have a civil, commercial or national security purpose, how many of those technological pieces can be made in your nation as opposed to manufactured elsewhere… There are also questions like ‘To what extent is technology transfer either problematic from a sovereignty perspective, or highly beneficial from a bilateral negotiations perspective?’ These are the things that have generally been decided upon by senior government officials.

At the same time, ethical concerns are not only limited to complex foreign policy and national security decisions. Every government has to make those decisions on an increasingly frequent basis, given the amount of activity that’s happening in space, and the number of countries that are getting involved in the space economy. That being said, those decisions are not only made by those senior policymakers – they’re also increasingly made and shaped by the technologists themselves. There is a natural tension between wanting to continue at the pace of innovation so that we’re launching as quickly as we can and meeting those ethical limits.

We’re providing frequent opportunities to launch, and we’re bringing down the unit economics so that launch capability is at today’s level of affordability. However, it’s not just being provided by one provider – there’s a multitude of launch providers out there that can enable access to space. Let’s say we achieve that, we’re still in a world where there’s one major launch provider, but there’s a number of other newcomers who are increasingly catching up, but are not quite there yet. As that dynamic grows or evolves over time, let’s say there’s increasing access to various orbital planes, the big ethical question is, ‘How do you reasonably allocate access to orbit?’, because it’s not an infinite resource.

There’s a great study that’s been done by Professor Richard Lunars at MIT, on how to appropriately calculate orbital access if it’s not an infinite resource. How do you appropriately calculate it using just data? On top of that data, you overlay the filter of ethics and say, ‘Well, in a perfect world, there should be equitable access to orbital slots or orbital bins in various orbits, and the proliferation of LEO is the one that is of greatest concern’.

So from an ethical perspective, who gets to decide, and what is the fair outcome? How do you measure the fairness of that decision-making process, as well as mapping as much actual data as possible? You have to consider whether that data is the economic contribution or the percentage of GDP of a given country to its space programme. Is that the proportion by which they’ll be granted access to an orbital slot or set of slots? There’s the international telecom union that has performed something similar in geosynchronous orbit for the telecom industry, but what about LEO? And what about if we’re going beyond one industry and trying to encourage as much industrial growth in low Earth orbit as possible? Is there a new agency that can provide that function? These are the kinds of things that folks in industry think about constantly because there’s this big laudable goal of democratising space, but that is a lot harder to achieve when you think through not just the economics of it, but also the ethics of it.

So how have the ethics questions evolved during my time in the industry? I’d say in a few ways. There’s the ethics of access to performing what you want to perform in the orbital location where you want to perform it because you can’t perform the same functions everywhere. Access is, in effect, controlled by the launch providers. You could set policy to say, ‘Here’s an international organisation, various countries are going to fund it, it’s going to be similar to ICAO, which governs commercial aviation.’ There’s some precedent for the policy segment to say, ‘We’re going to start up agencies at the national and then the international level and those agencies will resource governance structures and technologies that will enable us to have things like air traffic control in space.’ That is a highly evolving segment which provides access to various orbital locations through various launch providers.

It’s attracted a lot of attention because at the end of the day, do government agencies have enough resources to keep up with the pace of innovation, and continue to provide that access to orbital locations in a reasonable timeframe? That requires resources, judgement, knowledge, skills and abilities. That’s the phase of evolution that we’re in right now. When it comes down to microgravity research (which is what space will do in the value chain), there are other governing bodies that we partner with, such as the FAA and NASA, for certification of our hardware and facilities. We also partner with the FDA to provide us with what’s called the Current Good Manufacturing Practice licence, so that the artefacts that we bring back down from microgravity can be utilised on humans. Whether it’s for stem cell tissues, organs on chips, or drug compounds, to be able to bring substances back down, you still need to have the approval and certification to put that into a human body. There is a thought-through process and set of ethics around it.

There have been structures that we at Space Tangle have been able to leverage, historically in a pretty short timeframe, so that we’re keeping up with not only the pace of innovation and trying to move the needle on it, but at the same time making sure that we’re thinking through the most ethical and equitable outcomes. We aim not only to preserve the lives of the humans who are going to be beneficiaries of the payload that we bring down but also to do no harm in the process.”

To hear more from Sita about the human element and governmental impact of the space industry, tune into Episode 30 of The Satellite & NewSpace Matters Podcast here.

Exploring Key Talent Topics in Cyber Security

Posted on July 5, 2024May 16, 2024 by Daisy Steel

There are talent shortages across the Cyber Security sector, and startups are no exception. On Episode 30 of The Cyber Security Matters Podcast we were joined by Crystal Poenisch, the Director of Product Marketing at Chainguard, to talk about her views on the talent issues facing the sector. Read on to find out what she said.

What do you think companies can do to attract people from diverse and non-traditional backgrounds into the cybersecurity industry?

I think they’re already attracted – I think they’re desperately trying to get in. There are people more qualified than me that can’t get jobs. Companies need to make their company accessible and welcoming to diverse people from different backgrounds. I couldn’t be a director at a public company, they had to give me a ‘head of’ title because I didn’t have a master’s degree or an MBA. That was just five years ago. There are people who are attracted to the industry, so it’s about recognising the ones we can bring in and train up and not looking at it like we’re training them from the ground up. People from non-traditional and diverse backgrounds are often the fastest learners and the most agile and innovative people I’ve ever employed.

How have you seen diversity kind of change in the industry since you joined?

It hasn’t changed as much as I’d like. I wish it would change more. I think one big thing that is really heartening for me is that there are male allies and allies across the board for people from all backgrounds, not just women. There is a lot more blatant support for these things and a greater recognition of the need for diversity. We need to hire more people, so more people are coming in and it is more welcoming. I see that the women who have come after me have had a much easier time, and it’s a lot easier to join now as someone from a non-traditional background.

You mentioned that bringing in people from a wide range of backgrounds benefits growth. Could you explain that a bit more?

When building a startup, you need people with skin in the game who want to win as much as you do. People who have not been given a shot are gonna be pretty hungry to win, and I think that was our competitive advantage at Okta. We intentionally hired people from non-traditional backgrounds all over the world, and we adopted an international, remote-first style of work, even before COVID.

We said, ‘Let’s get people from all different backgrounds who align with our values, and hire team players who are resilient, who want you to win, and who aren’t just in it for the paycheck. We’re looking for the people who are genuinely trying to change their lives, and get into cybersecurity to make their life better for their family.’ Those people are deeply invested in your success and are going to help you grow in ways you may not even imagine. They have so much to offer from different backgrounds, and that will come in handy when you really need utility players who are passionate about your company.

What are the key talent topics that need addressing the most at the moment?

I can only speak for what I see in startups, but I think the Cyber Security industry faces a massive talent shortage. There are stats out there saying that there are a million jobs that we need to fill that we’re not filling. There’s a lot of people saying we could just automate those roles, we don’t need to increase diversity, equity and inclusion in the talent base, or that we could figure out a technical solution. I don’t want to say that’s naive, but we need to think bigger than that.

Some leaders do this well, but I think we don’t hire for things like grit, resilience or people who have something different to bring to the table. When you have people always solving the same problems the same way from the same backgrounds, you become worse problem solvers. We need to adopt the mindset that we have done a less than sufficient job securing our critical infrastructure for the last however many years because no one has paid attention to the industry as a whole. It hasn’t been regulated, and diversity has not existed in Cyber Security. We’re seeing a lot of holes, and we’re seeing the pitfalls of that.

There are a lot of problems we cannot solve in this industry right now because we don’t have enough innovative people involved. I speak from a Western and American perspective, but our biggest challenge is finding talented people. We need to learn to recognise talent in a more broad and cross-functional way because different people bring a lot to the table. If they haven’t been working in cybersecurity for 20 years, that might actually be a benefit. We need to learn to recognise different skill sets that maybe we haven’t had traditionally.

To hear more from Crystal, tune in to Episode 30 of The Cyber Security Matters Podcast here.