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Ziad Ismail

Operating Executive @ Silver Lake Partners | Ex-Convoy, Microsoft, Marchex

Ziad Ismail, Operating Executive at Silver Lake

Ziad Ismail is an Operating Executive at Silver Lake, a leading global technology investment firm. He joined the firm in 2024 and brings over 20 years of executive experience to his role.35

Prior to Silver Lake, Ismail held senior executive positions in product and engineering at various companies.3 He previously served as the Chief Operating Officer at Xembly and as a member of their board of directors.6

Ismail holds an MBA from Harvard Business School.6 He is based in Seattle, Washington and has over 4,000 followers on LinkedIn under the username @zismail.45

As an Operating Executive at Silver Lake, Ismail leverages his extensive experience to partner with portfolio company management teams and help drive growth and improvement initiatives.12

Highlights

Oct 13 · linkedin

I am excited to share the latest capability of the Xembly Tasks, the latest capability of our AI Automation Platform.

As I have spoken to 100s of users over the past few months, it is clear that many AI products are actually creating more work not less work. More notifications, more emails, more text to review.

People already don't have enough time. The difference is between summarized blobs of texts or structured data. The difference is between yet another tool or something that fits in your existing workflow.

The average meeting has 4.7 action items. With Xembly Tasks, we identify these with dates and owners and then help you complete them by blocking time on your calendar or integrating with your existing tools like Salesforce or Notion or Jira. Available now. Take it for a spin!

Jun 14 · linkedin

One of the paradoxes of strategy & planning is that often the more you try to do, the less you get done.

Every team I have been part of has been ambitious and presented an aggressive plan. Every exec team I have been part of has been even more ambitious and asked for an even more aggressive plan.

Instead of doing just A & B, why can’t we also do C? And let’s not forget about D! The more we get the team to sign up for the more we will get done.

More often than not, by going after twice as much, you don’t make twice as much progress. You get half as much done.

GOOD vs. BAD AMBITION The right type of ambition when planning is to figure out the one objective that must be achieved, and then being ambitious about how to increase the velocity of delivering and learning against that singular objective.

Why? First, even though you can assign specific objectives to different people, few things can truly be executed in silos. Instead real execution inside teams and companies can look more like spaghetti. With multiple concurrent objectives, things slow down as there are trade-offs to be resolved and sometimes direct conflicts to mediate.

Second, there is value to obsession. Truly great teams obsess about their objective and think deeply about their problem space. It is difficult to obsess about five things at once. Try it!

A clear sign that you are taking the wrong approach, is that a few weeks after planning your quarter, you realize that the plan is completely unrealistic. And now you have to bring everyone together again to discuss what can realistically get done. This wastes precious time and destroys trust inside the company.

You may not be able to get to a single objective but pushing yourself to fewer objectives is one of the most important parts of a successful planning process. The question to ask is not — can we also do C & D? Instead ask, if we drop B, how much faster can we go against A?

EXAMPLE XEMBLY We did this exercise at Xembly during our Q2 planning. We sat down to discuss what was important to achieve. There were six initial candidates. But after extensive debate, we identified the singular most important objective which was to increase the value we delivered to our customers. And we agreed on our metrics measured by Week 1 and Week 5 WAU retention. We ended up with about 90% of our focus against this objective.

With this clarity, we quickly dug into the data to understand where things were working and where things weren’t. We were able to meet with users to deeply understand the experience they were having and what we could improve. Overall, we were able to ship quick improvements to the product and saw the results show up in our cohort metrics with the first few initiatives (see diagram below of successive user cohorts).

I’ll share more about some of the things we discovered and decided to do in an upcoming post. #planning #strategy #people

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Ziad Ismail
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Location

Seattle, Washington, United States