Suggestions
Bo Williams
Sr Director, Machine Learning at CNN
Bo Williams is a seasoned professional in the field of machine learning, currently serving as the Senior Director of Machine Learning at CNN since December 2022. His role involves discovering and recommending news to CNN users, highlighting his focus on enhancing user engagement through technology.1
Professional Background
Before joining CNN, Bo held several significant positions:
- Director of Machine Learning at CNN (April 2021 - December 2022)
- Vice President of Engineering at Gamalon (November 2019 - February 2021)
- Director of Engineering at Spotify (August 2018 - November 2019)
- Senior Engineering Manager at Spotify (September 2013 - November 2019), where he led engineering teams and contributed to major projects, including the integration of machine learning capabilities and the development of voice features for Spotify.1
Education
Bo Williams earned a Bachelor of Arts in Communication Studies with a focus on Media Production from the University of North Carolina at Chapel Hill, graduating in 1999.1
His extensive experience in engineering and machine learning, combined with his leadership roles at prominent tech companies, positions him as a key figure in the advancement of machine learning applications in media and technology.
Highlights
Density had two arguments for moving back to being a 100% in-office company. They build products to measure the use of buildings, so the only way they could get the dogfood feel of living their product required them to work together in an office. Whether I agree or not, I get the logic of the argument. If you think dogfooding is a competitive advantage, and you think every person at your company needs to do it together, then yeah, that's incompatible with remote work.
The other though, was the typical "we work best when we work together" argument. The specific quote was "The best evidence of this is the sense of acceleration you have immediately after a team offsite."
I have worked at both remote and in-person companies. The feeling after a team offsite is exactly the same in either environment. It feels really good to spend focused time with all the people you work with talking about important problems. That is not the daily reality of either in-person or remote work. You need a better argument if you want to convince people, because this just kind of makes me wonder if you never went to an offsite outside of remote work.
It is totally worth optimizing for "spending focused time with all the people you work with together talking about important problems". Moving to in-office work, especially if you have multiple offices, is not what's required to get there.
Anyone who has worked closely with me knows my affinity for quoting Thor Harris's rules for touring in a band (not safe for work!). A rock band is in LinkedIn language a "highly collaborative workplace", and being on tour is a tough job, so there are some valuable nuggets of wisdom for all of us here.
Today I'm thinking about rule #1- "Don't Complain. Bitching, moaning, whining is tour cancer. If something is wrong fix it or shut the f*** up you fing d. goddamn."
I like working with people who aren't afraid to face hard problems head-on, but who also want to be part of solving them. I've definitely changed my relationship with venting over the years. It's short-term helpful to blow off steam, especially if it helps you act more patiently and avoid impulsive actions. Over time, though, venting can really get you stuck in a rut of hopelessness and inaction and can cement negativity. This can affect folks around you. So I've learned to limit my venting and use it very tactically, and I give people feedback when I feel like it's blurring into inaction or apathy.
I think the genius of this rule is the phrase "tour cancer". A culture of chewing the cud on problems or attributing negative intent to everything without action is insidious, it can spread rapidly and undetected, and by the time you find it it might be too late to change it. Don't be too quick to blame individual behaviors for this, though. Very often it's a symptom of folks who don't feel empowered to propose or be part of solutions, or even worse folks who have been actively thwarted when they've tried. "Fix it" is the message here- as a leader, what can you do to remove obstacles and empower people to fix the problems they see and be part of solutions?
