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Outsmart
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Alex Ermolaev
Alex Ermolaev
AI Executive specializing in enterprise AI transformation, GenAI, and scalable AI platforms across Fortune 500 organizations and high-growth startups.<br> <br>Proven track record of building and scaling AI-driven businesses, including leading initiatives that generated $1B+ in revenue growth and delivering 30+ AI-powered products across healthcare, enterprise software, cloud, and deep learning ecosystems. Deep expertise across machine learning, generative AI, NLP, computer vision, and AI infrastructure, with hands-on leadership experience at NVIDIA, Microsoft, and multiple venture-backed startups.<br>Led enterprise AI adoption across 150+ product lines, evaluating 300+ use cases and delivering production-grade AI solutions at scale. Built and managed high-performance teams of data scientists and ML engineers driving real-world impact across clinical systems, claims, imaging, and customer engagement. Trusted advisor to C-suite executives, institutional investors, and global technology organizations, supporting AI strategy, product innovation, and go-to-market execution. Frequent keynote speaker and industry thought leader, contributing to global conversations on AI in healthcare, enterprise AI adoption, and emerging technologies.
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Ben Yoskovitz
What does it take to create speed in a regulated industry? For Allie Carey, Chief Strategy Officer at SEI, it meant designing a system that could turn hundreds of ideas into real ventures (without adding chaos). Over three years, she: • Built a culture of experimentation across SEI. • Launched a company-wide innovation contest (with real stakes). • Narrowed 30 ideas down to 10 pitches, to 2 experiments, to 1 live business. • Took one idea from concept to paying customers in just 18 months. We tried something new this week on Beyond The Core and built her full playbook live. It’s how SEI increased decision speed, improved throughput, and built a pipeline of repeatable ventures. Catch the full episode, now live wherever you get your podcasts, and download the playbook at https://lnkd.in/gPRvAK_n
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Jeffrey Evans
I've met with hundreds of founders over the last few years. The ones who win share one trait. They are convicted, but flexible. The pace of product iteration right now has blown me away. How fast things are able to be built now is unlike anything we have seen before. Build, deploy, learn, iterate, repeat. The cycle keeps getting shorter. This changes what I look for in founders: Sense of urgency matters more than ever. So does the ability to adjust by learning from actual data. You have your idea of what the solution is. You get out there and you learn from the data. Then you say, “Okay, I had my idea, but I better adjust what my ideas were.” You have to be willing to go, "Huh. Interesting. I might have been wrong." That is what convicted but flexible means. • You have conviction on the persona that is having the problem. • You have conviction on what the problem is. • But you stay flexible on what the solution looks like because you can test and iterate and build new things so quickly now. This is not about being wishy-washy. It is about being honest with yourself when the data tells you something different than what you expected. The founders who hold their ideas too tightly get passed by. The founders who abandon their conviction too quickly never build anything meaningful. The best founders sit right in the middle. Convicted but flexible.
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Pedro Arnt
Lessons from My Conversation on the Founder's Mentality Podcast I recently had the opportunity to join the Founder's Mentality Podcast to talk with @Jimmy Allen about something every scaling company eventually faces: balancing culture with evolving capability needs. One story that stayed with me was about MercadoLibre's growth journey. At a critical point, the leadership team recognized the risk of losing what made the company special. The response? Getting deliberate about protecting culture through leadership - hiring and firing based on cultural fit while ensuring leaders embodied their core values, and building systemic ways to defend and propagate culture. But there's another side to this challenge that I am faced with daily . As companies scale, the skills needed to succeed evolve. What worked at 50 people doesn't always work at 500 or 5,000. The organization naturally identifies who's keeping pace and who's falling behind. The hard part? Some of your earliest team members - the ones who sacrificed alongside you from the beginning - may no longer fit the new requirements. This is what Jimmy calls the Founder's Dilemma. These pioneers helped build everything, often at great personal cost. They still embody your culture perfectly. But capability gaps emerge. How do you handle this? Jimmy and I got to explore this tension. Some early team members recognize when it's time to transition into different roles or move on. Others don't. And navigating those situations can be emotionally draining. The reality is: it's never just about culture OR capabilities. It's always about both. Super grateful for the chance to explore these tough questions with Jimmy, and benefit from all the work he has done with myriad founders facing these dilemmas. You can listen to the full episode here: https://lnk.to/FM-dLocalOC *****
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