andrea

Speak_ CEO Andrea Guendelman

Andrea GuendelmanSpeak_ CEO

Andrea Guendelman is the CEO of Speak_, the interview preparation service helping underrepresented software engineers clinch roles at the best tech companies in the world. In our conversation with Andrea, we hear about the structure and methodology of Speak_’s program, the level of their engagement with the companies in which they are placing talent, and what’s involved in the resume creation process.

Episode Transcript

TTTM 221 Transcript EPISODE 221  

[INTRODUCTION]  

[00:00:05] RS: Welcome to Talk Talent To Me, a podcast featuring the most elite talent leaders  on the frontlines of modern recruitment.  

[00:00:12] SPEAKER 1: We actually want to understand the themes of someone’s life. We  want to understand how they make decisions. Are they willing to take risks? And what it looks  like when they fail.  

[00:00:22] RS: No holds barred, completely off-the-cuff interviews, with directors of recruitment,  VPS of global talent, CHROs, and everyone in between.  

[00:00:29] SPEAKER 2: Once I went through the classes and the trainings and got the certifica tions through diversity and inclusion, I still felt like something was missing.  

[00:00:39] SPEAKER 3: Talent acquisition, it’s a fantastic career, you are trusted by the organi zation, you get to work with the C-suite, and the security at the front desk, and everybody in be tween and everybody knows you.  

[00:00:52] RS: I’m your host, Rob Stevenson and you’re about to hear the best in the biz. Talk  Talent To Me.  

[EPISODE]  

[00:00:59] RS: Joining me today on Talk Talent To Me is the founder of Speak_, an interview  preparation service for underrepresented talent, Andrea Guendelman. Andrea, welcome to the  podcast. How are you?  

[00:01:08] AG: Very good. Thank you for having me.  

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[00:01:10] RS: I’m so pleased you’re here. You are broadcasting in from Boulder, Colorado, so  we are neighbors. We might have done this in person. But you know, it’s a hectic time, busy  times. We’re here remotely anyway.  

[00:01:19] AG: Exactly.  

[00:01:21] RS: I’m so glad to have you on. I have a million questions for you. Did I fairly charac terize your company there in the intro? I’d love to hear it from your firsthand account rather than  my own way too truncated bio. Would you mind telling us a little bit more about the organization  that you operate?  

[00:01:35] AG: Yes. It’s my new startup, it’s called Speak_, it was launched in October of last  year is interview preparation as a service using cohort-based company-branded programs to  prepare underrepresented software engineers and place them at the best tech companies in the  world.  

[00:01:52] RS: I love that. Such an important service, such a needed service. What about your  background led you to found this company? What was your experience that led you to think,  “You know what, I need to lend my expertise to helping these individuals kind of put their best  foot forward when it comes to interviewing?”  

[00:02:07] AG: That’s a great question. It was the result of career evolution. I was a lawyer be fore, but I started as an entrepreneur with trying to solve the question. We’re talking before this  call that I had just gone to New Mexico to Taos. But in fact, I moved to New Mexico in 2006, and  I realized that there was a big population, the Latino population that were going to go to a typical  state school, they wanted to stay close to family, and that they were not going to be found in the  places where big tech companies would go to look for talent. So that, if I could bring this com munity closer to the networks of tech companies, there will be more opportunities for them. That  started my whole journey is trying to make visible the Latino community in the United States.  

That evolved into trying to figure out, well, what actually companies need. Companies, this was  in 2015, ’16, ’17, and they basically told us, “You know what? We actually need software engi neers. We need software engineers. And sure, great, we want diversity, but (a) we can’t find  

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them. And two, if we find them, they don’t pass the interviews. What’s going on? So that’s why  we don’t hire them.” We’re like, “Well, why don’t we actually help you, (a) find them and second,  train them so that they pass the interviews?” And they said, “Sure, I’ll give it a try.” And that’s  how my work that led to Speak_ started. That was my first company, Wall Breakers, and devel oped into Speak_ today.  

[00:03:35] RS: I do love hearing about the entrepreneurial listening tour for lack of a better  term, where you know that there’s a problem in this space, and you want to be specific about  the solution you offer. So you solicit some information, some advice from the companies who  the service would stand to benefit. In this case, you had these companies telling you, “We can’t  find these individuals. And if we do find them, they don’t pass the interview.” I’m curious what  reasons they gave for not passing the interview. Was this a problem with the way that they  themselves were approaching talent? Was it a problem with the way talent was putting them selves out there? Was it both? What was your experience there?  

[00:04:11] AG: This is a complex question; I cannot even tell you. But basically, it boils down to  a lot of things, (a) that a lot of underrepresented talent is not given the opportunity to fail often  enough. In other words, they’re not even selected to take an interview many times, so they’re  not given the opportunity to fail. So that’s one. Second, they don’t know how the game is played,  so they might not have friends that got a job at the Googles and Facebooks and all these  places, so they don’t know the tips and tricks of what I call the trade secrets. That if you know  those secrets they are kind of obvious to you, but if you don’t know them, they’re like super hard  to break into. They don’t have the trade secrets of what type of question they need to prepare,  how do they prepare and they haven’t been given the opportunity to fail. I think those are the  most critical things about why they fail the interviews.  

[00:05:05] RS: It sounds like in these cases, perhaps companies were recruiting more from re ferrals from existing talent, right? And the communities you were representing, didn’t have that  in?  

[00:05:16] AG: Yes, they didn’t have that in. We’re talking about entry-level, for example, they  go to great universities across this country, universities that are the staple of education in the  United States, or the UC system, I’m thinking, for example. These universities are amazing and  

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they prepare software engineers, but they don’t give the very practical things that you’re going  to be tested in an interview, because that’s not what they’re about. So there’s a disconnect.  Whereas in the private schools like Stanford and things like that, they prepare you very well, not  only for the interview, but this course is to go to prepare for an interview at a particular company,  for example, the Google course at Stanford and things like that.  

[00:05:54] RS: Yeah, it’s so specific. It’s so aimed at like that direct pipeline, right?  [00:05:57] AG: Absolutely, 100%.  

[00:05:59] RS: It’s interesting, you said they don’t know the rules to play the game. And that is  so important that, as you say, to someone who’s grown up with that privilege, and had forged  their career in that privilege, it doesn’t even look like a game. It just, the way that you work it –  like I’m a good example, right? I have gotten lots of my jobs, I would say actually, every single  job I’ve ever gotten has been through my personal network. I’ve known someone who was in stalled somewhere, and I went through those channels as opposed to clicking Apply Now. It  never occurred to me to do anything else. Right? But that is an immense amount of privilege to  just never consider another possibility like, “Oh! Well, I just know someone who works there, so  I’ll get in,” without ever reflecting on that access is not available to most people, or certainly not  people who look differently than me.  

[00:06:45] AG: A hundred percent. That’s why I call what we’re doing leveling the playing field  because it’s giving the same sort of access, or the same ability to play the game to everybody.  Now, we’re in a good moment in the United States economy right now, which I think is just in the  best interest of companies to open the door, they need the talent ASAP, they cannot fill the posi tions fast enough. This is now being – not considered anymore a charity, or something that  you’re doing for the good of the people, but it’s a necessity for the business.  

[00:07:16] RS: Yes, absolutely. When you are speaking with the talent who comes through your  organization, how do you prepare them to put their best foot forward to maybe have a better  chance to getting some of these roles?  

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[00:07:28] AG: The methodology that we have used for this is called a cohort-based program  and training. First of all, our training is free for candidates, which is something unusual. It  doesn’t exist in the market. They already feel this acceptance, okay. “I got accepted into  Speak_.” That’s amazing already. They didn’t get accepted to many things. So they get accept ed and they join a cohort of peers. They train together for two weeks on a general curriculum,  and then they’re assigned to a particular company curriculum at the end of the two weeks.  They’re put in pairs, they’re like assigned to a peer, so then they can do a lot of peer training  and peer-to-peer exercises, and have an accountability partner. And then they have community  managers that come from the community that have been placed at the companies and they  come back to give back. And they are basically being the cheerleaders, kind of like that mentor  figure. All this kind of structure with course materials, weekly workshops, with podcasts, with  peers, all that basically forces you to stay in the game, and get it done and perform well in that  job interview.  

[00:08:35] RS: The community aspect I think is crucial, because a job search from the candi date’s point of view can be so siloed. You don’t have other people going through it at the same  time you are. People like to say that finding a full-time job is itself a full-time job. You don’t know  if your experience is normal, is typical. You don’t know if you’ve failed a bunch of interviews in a  row. It’s easy to get discouraged or think, “Okay, I just can’t get these jobs” as opposed to,  “These companies weren’t the right fit.” What do you think people are getting out of this com munity aspect that makes them better served really to go get a job that they deserve, that they  may not be able to get if they were on their own?  

[00:09:10] AG: Well, first of all, there’s a direct referral. People that graduate from our program,  the four weeks, and they actually can enroll again if they don’t finish. But basically, the people  that graduate have a direct referral to a company. We’re working closely with them. They get  seen. Maybe they don’t get picked, they don’t get an offer, but at least they were seen and they  don’t go into a black box. The second thing is that there’s a method to the madness. They start  with one, with two. They have to do this exercise, that exercise. Have to complete certain hur dles of the program and then they graduate, so there’s a process. Third is that we are disclosing  the process of companies. Many companies have these processes. They’re different for each  role, they’re different for each company about how they hire. We put all that, give transparency  

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to that and provide that information to candidates, including tips and access to accompany re cruiters for questions. So basically, giving a lot of access and information.  

[00:10:06] RS: I’m trying to decide where the real deficiency is in terms of not having represen tative workforces. Is it the fault of the companies who have not invested in developing this tal ent? Is it on the part of the talent who don’t know the rules of the game? It’s both, right? In your  case, you are giving candidates the tools that they have not historically had. But again, the rea son they haven’t had them is a systemic problem too. I guess the answer is both. I’m curious  how much insight you have into the companies where you are placing talent. Do you know  where they bucket these hires? Are they looking at them as a sourcing hire, or as a referral hire  when it comes to the way they tabulate this source of hire?  

[00:10:50] AG: Great question. First of all, I want to say that the name of our company is called  Speak_because we’re also teaching candidates to speak the language of the company. A lot of  times, to get hired, or in my case, to fundraise money for my startup, I have to speak investor  language. Otherwise, they wouldn’t give me the money. The same way as if you go to interview  at Facebook, or at Google or at Amazon, you need to speak the Amazon, know the leadership  principles, know those in and out. Because if not, you’re not going to get hired. I can guarantee  you, that’s one of the main focuses of our training for the Amazon partnership we have.  

In terms of what bucket, we work with large companies and with smaller startups. For large  companies, I would say, we are a sourcing provider, diversity sourcing provider, a preferred  provider, if you will. So there’s some sort of identification that these candidates come from a  

program, have been vetted by a program. They are vetted in the sense that they’re ready to be  considered. So then we don’t waste time for the company, because we only refer people that  have been pre-qualified. That’s the beauty of our program, that we’re sending you diversity, you  need diversity, that we’re promising that we’re giving you diversity. But also, we’re trying to not  waste your time by sending a bunch of people that are not ready to pass any of your interviews.  

[00:12:01] RS: Right, right. The reason I asked about the source of hire thing is because I won der if the problem is that companies over-index on referrals as a source of hire. I’ve heard this  time and time again, the benchmark is that referrals represent 50% of all new hires, and there’s  reasons for that. They close faster, they are likely to spend more time and stay at the company  

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longer. But the problem is that people’s networks tend to look like they do. So if you have a di versity problem early on, and you only get hires from referrals, guess what, you’re never going  to fix that problem, right? Your biggest source of hire is heterogeneous.  

[00:12:34] AG: There’s definitely that, the fact that recruiters receive so many resumes from all  sorts of places, basically referrals, recruiting efforts, this and that. And if you have to pick, you’re  going to pick a referral, it’s more like a legitimate source and you’ll pick those first. And then  you’ll go to the next thing, and you just go to the first 20, and then you’re like tired and call it a  day. Basically, many of the candidates get overlooked. There’s not enough time in the day.  

[00:13:00] RS: Yeah, yeah, exactly. I hear that as well. I hear that inbound, the Apply Now but ton, people tend to be really unqualified, and recruiters tend not even to look at it. Especially if  you’re at a big company where there’s so much inbound. If you’re in a small startup, and not  many people know about you, you may have the time to click through every resume that comes  in. But if you’re on Facebook, forget it. It’s hundreds of thousands, and it’s an area where re cruiting, I think, lacks. Because as a marketer, if I was like, “Hey! I only look at one of every  1000 leads that comes in.” My CMO would be like, “You’re fired.” Right? Like that’s completely  unacceptable. But in recruiting, it’s completely normal. The reason is because so much of it isn’t  qualified. So then yeah, and folks who come through your program, they have this expectation  that they meet this base level.  

Part of the problem also is how people tend to self-select out of jobs. For example, they read a  job description, and they’re like, I don’t know if I’m a good fit for this, and they reject themselves.  Whereas other types of people, frankly, white males are like, “Oh, I meet 40%.” “Sure, why not.  Fire it off. Let’s see what happens” and they might get the job.  

[00:14:01] AG: A hundred percent. That’s one of the main issues that we deal with, just this –  well, we call imposter syndrome, or disqualifying yourself and convincing people that they’re  qualified. Some of them they feel like they couldn’t even qualify for going through our program,  like no. It’s so psychological.  

[00:14:18] RS: Yeah, yeah, absolutely. And it’s so defeatist, the world is going to reject you  enough in your life. Don’t add one to that rejection pile by rejecting yourself. I’m curious, in your  

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experience of where folks reject themselves based on maybe a job description, what are the  kind of things they see on there that lead them to believe, “Oh! I wouldn’t be qualified for this  job”?  

[00:14:37] AG: Maybe that company list too many years of experience when they actually don’t  need that many years of experience. They list very specific kinds of experience with a particular  product when they don’t need that. They list location requirements when they actually – they’re  all remote right now. There’s a lot of things that are absolutely unnecessary in a job description.  

Or the two general that they don’t give you any hints as to how do you prepare for that role, or  that role is a good match for you. So either they’re too general and they don’t give you any de tails, or they’re too specific and then basically written for three people.  

[00:15:15] RS: Yeah, yeah, exactly. I’m glad you brought up years of experience. I have kind of  an ax to grind against years of experience as a qualifying detail. Because it’s not a skill, time is  linear. You could be the worst engineer on the planet, and still have five to seven years’ experi ence, right? Because that’s the only thing that you are guaranteed to have, if you just decide to  call yourself an engineer for long enough, right? Or if you’ve been able to get a job for the last  five to seven years. Time will pass, you will accrue years of experience. It’s not an index of abili ty.  

[00:15:44] AG: This is where I think super interesting disparity. If you ask me about where’s the  inequity that happens in this profession, it starts very early on. Because as you know, software  engineers – of course, you go to university, but mostly you start learning by yourself when  you’re young. So you have these engineers that when they graduate from computer science,  with computer science degrees, they already have 10 years of experience because they started  coding when they were like seven. But underrepresented talent, not so much, right? Because  they started probably coding when actually went to college, or maybe a little bit in high school.  So they are like behind there compared to other more privileged candidates. Basically, if we  compare years of experience so verbatim, we’re going to leave a lot of people behind that you  actually need in your organization.  

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[00:16:33] RS: Yes, absolutely. That feels like the kind of thing folks can take off their job post ings to encourage a wider swath of people to apply. Are there other examples of things that are  just like needlessly limiting the hiring funnel?  

[00:16:47] AG: I think that where they look is limiting the hiring funnel, sometimes. As you said,  they look at only certain networks, or referrals for certain schools. So basically, looking more  broadly. Also, the other issue is that many of our candidates or the candidates we see have  much better experience than the rest of my staff, because they’re not very good at writing re sumes, actually. That’s one of the things. They’re not great at it, so they don’t know how to  present themselves so well. If you don’t give them a technical, at least some technical interview  or something to prove their ability, just by looking at the resume, you’re going to be leaving a lot  of people behind as well.  

[00:17:25] RS: That’s such an interesting thing too. The resume, despite the periodic tweets  about how the resume is dead, it still is an index, it’s still – people look at it. And even if they  only look at it for 30 seconds, it’s still like an indicator of someone’s past. There’s got to be a  better way. But in the meantime, I wish recruiters would be able to say, “Okay. This is an exam 

ple of someone who is bad at writing a resume, not an example of someone who’s bad at being  an engineer.” But what do they have to go off of as the point of entry, if not the resume, is the  problem.  

[00:17:59] AG: That’s so interesting. So that’s why for example, we [inaudible 00:18:02] the re sume and creating candidate profile that is based on predictive analytics, and behavioral and  technical observations from peer reviews and self-reported reviews when they go through a  program. We’re still tweaking it to make sure that companies understand it and can use them.  But we have found out that companies will reject sometimes someone just because of their re sume, even though we know that they’re qualified for the job.  

[00:18:29] RS: That’s interesting. So you are developing a much more, I guess, holistic and  third-party resume because the person who it represents isn’t the person authoring it.  

[00:18:38] AG: Exactly.  

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TTTM 221 Transcript [00:18:39] RS: Wow. Can you tell me more about that, like what all that looks like? 

[00:18:42] AG: Yeah. It has basically everything that our employer wants to see, LinkedIn, links,  and even a link to a resume as well. And all the race, and ethnicity, and diversity information that  our customers are looking for because that’s what they hire us for. And then how did they per form in our technical assessments, which we have three, and so we show kind of like that. And  then everything about what they love about the company that they want to work for, if they cre ate a project or worked on a project, the project that they worked on for that company. Every thing about basically a lot of self-assessment about what are their best skills, where they’re  good at, where they’re not that good at, what they want to improve about the communication  skills, and then peer assessments on what they could improve or what they’re great at. So a lot  of behavioral data points for companies.  

[00:19:33] RS: Right. Yeah. Feels like a much more representative way to display a profession al’s background. Andrea, you’re in an interesting position in the marketplace, because you inter face between two groups. One of whom the candidates are ill-disposed to contend for these  jobs on their own when left to their own devices, and companies who are having to put the in vestment in who are ill-disposed to hire underrepresented talent. How much consulting do you  do towards the companies? You have all this great content, and programming, and development  you offer to the candidates who come through. Are you also working with your clients them selves, the companies to be like, “Hey! Take these things off your job description, or what is your  interview look like?” It feels like you might have some unique insight into being like, “Look, I can  send you all the talent you want. But if you aren’t actioned to assess them fairly, to put them  through an interview process that is reasonable, that evaluates them on their ability to do the job  and is bias-free, then it won’t make a difference.” How much consulting do you do to the com panies themselves?  

[00:20:34] AG: That’s a great question. When we first onboard a customer, we ask them a lot of  questions about their interview process. A lot of information about how they hire, what are their  values, how they measure those values in the interview, all this. Because of these conversa tions, it sparks a lot of internal questioning. “Are we doing this right, how are the other people  doing it?”, et cetera. So that’s one. The second is that, then we do bi-weekly calls. So we dis cuss, “Well, this is not a good fit. But why is it not a good fit? What did the hiring managers say  

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about this?” A lot of times there are issues within the hiring managers and the recruiters as you  know, and miscommunications. There is definitely some consulting that happens because of our  engagement. 

[00:21:18] RS: Right. That piece is almost you doing some due diligence on the companies who  want to hire you to be like, “Are you actually able to put these folks through your process in a  fair way? Because if you’re not, I’m not going to send you my candidates and give them a bunch  of fresh professional trauma, right, of going through a bad interview process.”  

[00:21:38] AG: That is very true. It has to be a good match. We’re calibrating constantly  throughout the cohort. That’s what we say we do 12 cohorts because we need to calibrate what  they need versus what we have, what we can improve versus their expectations. So 12 times a  year, it gets us to a much better calibration than the first time we sent candidates.  

[00:21:59] RS: Yeah, yeah, it makes sense. In that process of user evaluating whether their ac tion to make these hires in the first place, those probing questions I’m sure are sparking internal  discussions, right? Like, “Oh! Well, we haven’t thought about that.” And like, “Are we even able  to hire these folks?” What are the things that you’re listening for when you probe into someone’s  interview process, or their company culture, the relationships between hiring managers and re cruiting? What are the things that kind of make your ears perk up?  

[00:22:25] AG: Champions. We want champions. Because at the end of the day, this is – I don’t  know if you heard about – well, I know that you interviewed Daniel for Talent Makers, but I think  at the end of the day, you have to have people that want to hire this talent. They’re committed to  

making it work. So for example, if they see a great candidate come through and they weren’t  exactly for the position, they may find another person in the team that wants them. So like, just  going the extra step to make sure that this candidate succeeds. The second thing that is impor tant to see is the willingness to work with us and give us feedback, like really open feedback  about what’s working, what’s not working, and to adjust things that are not working, that they  can adjust. Giving us information that we can then incorporate into a curriculum to make it bet ter.  

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Any information like companies – that’s why we have been such a good partner with Amazon.  When we created a curriculum for them, they give us so much feedback, they got their engi neers together, revised the curriculum. We’ve improved the process, we have weekly meetings  with them to make sure that no one is falling through the cracks. I mean, there’s an effort there  to make it work and that’s commitment from the leaders. I see sometimes, though, that the re cruiting leadership is sometimes super motivated. But then the hiring managers are very stuck  in their ways, and this is what we have and it’s only this. And sometimes the opposite, I think the  leadership is motivated, the head of people is motivated, but recruiters just want to fulfill their  quota. So it can go both ways.  

[00:23:55] RS: In that instance where you have someone who’s a champion, but they’re per haps in an organization where they’re facing a lot of stodginess, or people who are stuck in their  ways, can it still be a good fit for you or do you need buy-in from the whole team really?  

[00:24:07] AG: So it can be a great fit, because they still have a lot of power for sourcing, a lot  of power for identifying who’s brought in. And they want to work with us to see us succeed. So  that’s a great – in general, we’re interested in succeeding, of course, but they are very interest ed in us succeeding because they brought us forward in the company. So they want to make  

sure that they made a good investment. It works well when we’re very aligned in who decides to  bring us in. Because if they succeed, we succeed. And if we succeed, they succeed.  

[00:24:42] RS: I love that. I love that you are looking out for champions because that desire  feels like the most important thing. Because the actual process of building a more representa tive workforce is hard, but it’s not beyond anyone. It’s not rocket science. If you really want to do  it, if you’re passionate about it, it’s just some mix of grit and empathy, really. So hearing that  from someone that desire sounds like it’s a good green flag for you. What does a champion  sound like when you’re speaking with someone at these companies and you’re talking to some one who you’re like, “This is someone we can work with. This is someone who gets it and would  move the needle.” What does that person sound like?  

[00:25:20] AG: It’s someone that basically is passionate about the topic, is someone that really  wants to make a change in the organization, someone that has an employee, maybe that has  been telling them and he’s been listening, or she’s been listening. So someone that really has a  

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spark for justice or for making changes. A little bit of a revolutionary if you will. It has a social jus tice, and sometimes very pragmatic, just very pragmatic. I need to feel this equality, diversity,  and I need to be fast, and that’s why I need you to help me right now.  

[00:25:53] RS: Got it. What advice would you give to folks who are internal at a company who  aren’t where they want to be from a diversity hiring perspective, who want to get there? What  can they do to make a difference, besides hire your company?  

[00:26:08] AG: I think that companies are going in the right direction right now. I see a trend that  is very good in terms of trying to really create new programs and have put this as a priority. I  think that basically, trying to have internal discussions about what they can change, what they  could do better, what are the roadblocks for change, and sort of being intentional about it and  being aware. That’s kind of the main things that they can be doing. And have peer conversa tions with others that are doing good work and trying to find out what the competition is doing.  

[00:26:40] RS: Got it. Well, if people out there are listening, and this sounds like a good fit for  your organization, how can they find you?  

[00:26:46] AG: Well, we are at speak.careers. Also, you can find me on LinkedIn, Andrea  Guendelman. Speak.careers is where we have information. You can find out about our work as  a company or as a candidate. We’re also going to be hosting an event that I mentioned at the  end of March, and I’ll send you that information later too, you can share. That will be great.  

[00:27:06] RS: Yep, absolutely. There will be links to your LinkedIn, to Speak_’s website, and to  your events in the show notes. So check that out, folks out there in podcast land. And Andrea, at  this point, I would just say thank you so much for being a part of the show and for sharing the  awesome work you’re doing. I’ve appreciated listening to you and learning from you. It’s really  important work you’re doing, so keep up the awesome work, and thank you for being here.  

[00:27:29] AG: Thank you for having me.  

[OUTRO]  

© 2022 Talk Talent To Me 13

TTTM 221 Transcript 

[00:27:32] RS: Talk Talent To Me is brought to you by Hired. Hired empowers connections by  matching the world’s most innovative companies with ambitious tech and sales candidates. With  Hired, candidates and companies have visibility into salary offers, competing opportunities, and  job details. Hired’s unique offering includes customized assessments and salary bias alerts to  help remove unconscious bias when hiring.  

By combining technology and human touch, our goal is to provide transparency in the recruiting  process and empower each of our partners to employ their potential and keep their talent pipe line full. To learn more about how we can help you find your next great hire, head to hired.com/ tt2m.  

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