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Jesse Williams
Builder/Operator. Founder of Stori, CMO at Jozu
Jesse Williams is a seasoned technology executive and entrepreneur with extensive experience in developer marketing, open source community building, and bringing developer-facing technologies to market.2 He is currently the Project Lead for Open Source KitOps at KitOps, as well as the co-founder of two companies:
- Jozu: A PE-backed MLOps tool built on the open-source KitOps platform.12
- Stori: A messaging and positioning firm that collaborates with PE and VC firms to reposition their portfolio companies.12
Professional Background
Jesse has held executive roles at several prominent tech companies:
- AWS: Worked on repositioning AWS in the DevOps category and led messaging for GitOps and IaC.1
- Docker: Served as VP of Product Marketing.1
- Red Hat: Held a leadership position in developer marketing.2
His contributions have led to three successful exit events: YouCaring, Codenvy, and ExecVision.2
KitOps and Jozu
KitOps is an open-source MLOps tool that Jesse co-created to solve the problem of handing off models between data scientists, software development teams, and DevOps/SRE teams.1 It provides a secure package called ModelKit for sharing and managing models, code, metadata, and artifacts throughout the ML development lifecycle.3
Jozu, built on KitOps, serves as a hub for KitOps ModelKits, which are OCI-compliant packages for AI/ML projects.1
Achievements and Expertise
- Specializes in crafting differentiated messaging that clearly communicates value.2
- Combines technical experience in developer tooling and open source with a passion for operational excellence.2
- Has been integral to product growth at AWS, Docker, and Red Hat.2
- Developed the Stori Messaging and Positioning Framework.1
Jesse Williams resides in Virginia with his wife and three children.2 His LinkedIn username is jessewilliams1.4
Highlights
When times get tight, companies tend to turn in one or two directions. The easy path is to play pricing games and call it innovation. The difficult path is to truly innovate on behalf of your customers and reinvent or improve your business model. Why is it more difficult?
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Existing business models come with ingrained processes and mindsets. These legacy constraints will choke innovation and make it difficult to pivot or introduce new strategies.
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The culture within an organization that operates under an established model will resist change. As an organization matures it becomes risk averse hiring and compensating executive teams who specialize in preserving and optimizing the proven processes.
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New business models require noteworthy investment and reallocation of resources. Existing models will prioritize short-term gains over the long-term investment needed to support new initiatives.
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Customers and stakeholders have expectations based on the current model. Introducing a new one could disrupt these relationships.
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Established businesses have metrics that define success within the current model. These metrics will conflict with new business models, making it hard to progress and justify the resource allocations required.
Is it impossible to pursue a new business model with an existing company? No. But, it will take more time, resources, energy, and focus than you probably think.
#Innovation #Leadership #BusinessGrowth #StrategicThinking #ChangeManagement #Entrepreneurship
Messaging/ Mission and Vision statements are often seen as a tool for attracting customers, but it plays an even more crucial role internally, especially in early-stage companies with just a few founders.
When the company is small, the vision is clear—everyone knows what the brand stands for. However, these are the challenges startups may face:
As the company grows and faces new challenges, like outdated features or the need for new technology, that once-clear vision can become fragmented.
As these startups expand, it becomes increasingly tough for CEOs to align their internal messaging with the CXOs of other departments, leading to potential misalignment in brand direction.
This is why I emphasize the importance of a solid messaging framework. It acts as a North Star, ensuring that everyone in the company, from the CEO to the newest team member, is aligned and moving in the same direction.
Your messaging should include a core message that guides decisions and actions across all departments and it should be flexible, moving with you as the market evolves.
