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Jessica Billingsley
Chairman of the Board and CEO at Akerna Corp.
Jessica Billingsley is a prominent figure in the tech and cannabis industries, currently serving as the Chief Executive Officer of Akerna, a leading cannabis ancillary company.
In 2019, Jessica made history by being the first CEO of a cannabis ancillary company to be listed on Nasdaq, with her leadership role at Akerna.
Jessica's journey began in 2010 when she co-founded MJ Freeway and held various positions including President and CEO until its acquisition by MTech to establish Akerna.
Recognized for her entrepreneurial prowess, Jessica was named one of Fortune's Most Promising Female Entrepreneurs in 2015, Inc. Magazine's 100 Female Founders in 2018, and featured in Entrepreneur's list of 100 Powerful Women in 2019.
With a background in Communications and Computer Science from the University of Georgia, Jessica also founded Zoco, a tech services firm, showcasing her expertise in technology and systems with a focus on rapidly growing businesses.
Her 20 years of experience attest to her proficiency in scaling businesses efficiently, cementing her reputation as a respected executive in the realms of technology and cannabis.
Highlights
“The change in women’s contribution to the workforce over recent decades is difficult to overstate.” - from Goldman Sachs updated report on the impact of women on the economy.
Tech companies, this is especially important to you. If women are driving more than 50% of the economic decisions worldwide, and you don't have any female engineers, and are not building for them, ask yourself, "why am I ignoring more than half of my potential revenue and income potential?"
Innovation or Distraction? The Startup Dilemma. Or, as I like to call it, "Squirrel!"
Let's talk about the shiny object syndrome. It's tantalizing to jump on every new trend or piece of tech that promises to be the next big thing. But here's the truth: not every innovation is a stepping stone towards success.
It's just as important and perhaps more important to focus on what you are not going to do than what you will do. How many big, strategic initiatives can you focus on this year? For most, that answer is somewhere between 1 and 5.
That means there are many more things on which you simply cannot focus and still achieve your big, key objectives.
So, before you get too distracted, ask yourself: Will this truly add value to my customers and help me achieve my long-term vision?
