You’re a football coach at an Arkansas high school. During practice, a student collapses.

You do everything you can to resuscitate him, but you need to get that student professional medical attention as fast as possible. In many cases, this can be a time-consuming process; you need to call both 911 and the nurse’s office and spend precious minutes giving them information while a student’s life hangs in the balance.

But thankfully, in this situation, such steps were unnecessary. That’s because you had access to Rave Mobile Safety’s Panic Button on your phone. All you had to do was tap the button in your app, and your phone was calling 911 on your behalf. Simultaneously, the Panic Button notified the nurse and security guard that a student just collapsed on the football field. The nurse got there before the ambulance, the ambulance got there as fast as possible, and the student was fine in the end.

“Those are the stories that will always be exciting for us—that we can say we were able to help, and that’s awesome,” Rave Mobile Safety CEO Todd Piett said.

This real-life example represents the power of the Framingham-based company, which provides its emergency communication platform to businesses, educational institutions, state & local governments, and healthcare organizations.

Getting to Today

Rave Mobile Safety was originally founded as Rave Wireless in 2004. In its earliest form, it developed apps to help universities connect with their students at a time when doing so was easier said than done.

“A lot of university CIOs loved the technology because they had 10 facility management people that were easy-to-communicate with, but none of the 20,000 students were accessible. They've all unplugged the dorm phone lines because they're not willing to pay for those, and they don't answer their email, so the next thought was to engage them on their mobile phones,” Piett said. “That was the general idea that Rave was founded on: How do we better communicate to the students?”

This was a much harder task in the pre-App Store days. So for their first years on the market, Rave Wireless was selling phones and partnering with cell phone providers like Nextel to get their early applications installed on devices. As their priority was student communication, many of their applications had little to do with emergencies, like one that informs students when bills or homework are due.

In 2007, two events caused everything to change. On June 29, the first iPhone was released which, in tandem with the App Store’s launch the following year, made it possible for Rave to offer its solutions without needing to go through carriers or device makers. But an even more significant event happened on April 16: the Virginia Tech shooting.

“That was really kind of a seminal moment for university safety. All universities were looking for a way to send mass notifications to their students.” This is when they realized that mass notification could be a new focus for the company.

Rave would transition away from hardware sales and OEM-style app partnerships and towards a new, more-direct platform. They focused their offerings on emergency communication and mass notification, and in the years since, expanded these offerings to include K-12, local governments, state governments, enterprises, and 911 services. They also changed their name from Rave Wireless to Rave Mobile Safety.

Piett who was appointed as CEO last August has been with the company since 2005, when he joined as VP of Marketing. Prior to Rave, Piett had nothing short of an eclectic career.

In 1990, he joined the US Army as an Aviation Officer, ensuring the safe accomplishment of missions between the United States, Korea, and Bosnia-Herzegovina. But after he spent seven years there, he found that he was “flying a desk more than flying a helicopter,” and decided to change careers. In 1999, he joined Dell, where he would have a hand in launching DellNet, the company’s first ISP program.

After, he held marketing roles at Unica and Verilytics, and in late 2004, an investor connected Piett to the founding team. After seeing significant potential in the company’s idea for a mass communication platform, the now-CEO joined and, as they say, the rest is history.

Critical Safety Technology

As it exists today, the Rave Mobile Safety platform offers a number of solutions for mass notification and emergency response. Here are a few of them:

Rave Guardian: A personal safety app that connects an organization’s members with various security resources through their smartphone. It features a panic button (more on that below), direct communication with the organization’s security staff, tip submissions, and more.

Rave Alert: A mass notification system that allows an organization to send unlimited notifications to an unlimited number of recipients from any Internet-connected device. A message can be sent in a variety of ways, including (but not limited to) a call, text, email, and/or social media post.

Rave Panic Button: With the press of an in-app button, the Panic Button simultaneously communicates an emergency to 911, on-site personnel, and first responders in a clear and concise manner.

The CEO explained that medical emergencies make up 97% of Panic Button activations, though Rave’s solutions are equipped to handle everything from medical emergencies to fires, extreme weather, active shooters, and more.

Rave 911 Suite: Provides a number of tools and capabilities to first responders and 911 telecommunicators. Smart911, for instance, allows members of an organization to preemptively offer information to first responders in case of an emergency, including addresses, medical conditions, emergency contacts, photos, and more.

“People even put pictures of their pets, which is very valuable to the responders,” Piett explained. “If you've got a 90-pound pitbull and you have a heart attack in your home, they need to make sure the police come along with them so they can get into your house safely.”

The CEO said that Rave Mobile Safety now has approximately half of the universities in the country using their system (accounting for over half of the student population) as well as 4,000 K-12 schools and 925 of the 911 call centers (and 20% of all 911 calls). On the government side, two customers include the State of Arkansas and Long Island.

The 110-employee company is growing 30-35% each year, and beyond organic expansion, they plan on making acquisitions to grow even further. Just last year they acquired two companies, including the Toronto-based emergency notification company ERMS.

Rave Mobile Safety is a company that’s using the power of technology that combines a powerful mission driven purpose, by keeping people safe and assisting with emergencies. And with the discussion surrounding safety and response growing wider every single day, they couldn’t come at a better time.

“A lot of people are looking for proven solutions to invest in,” Piett said. “It’s been a pretty busy season, and will continue to be for the foreseeable future.”

For this episode of The VentureFizz Podcast, I interviewed TJ Mahony, Partner at Accomplice - one of Boston’s most active venture capital firms.

Before joining Accomplice as an investor, TJ was CEO & Co-Founder of FlipKey, which was acquired by TripAdvisor. Prior to FlipKey, he was part of the core team of amazing people that helped build Compete to become a successful business that was ultimately acquired.

TJ is what I consider a product-minded investor, as he is able to add value to entrepreneurs in so many ways. TJ is also the type of guy who is always willing to help people out by giving advice or making connections & intros.

Each time I’ve met with him, you leave the meeting full of energy and lots of new ideas swirling in your head, which is why I was really excited to interview him.

In this episode, we cover:

• The story of his basketball career at Macalester College, and how he was just 2 points away from a major milestone
• The story of FlipKey, where he shares an embarrassing story about a meeting at Stephen Kaufer’s house, who is the CEO & Co-Founder of TripAdvisor… it’s a classic
• How he got into angel investing and venture capital
• Advice for founders on building teams
• And a whole lot more!

What comes to mind when you think of the word "courageous"? Maybe firefighters who run straight into a blazing home? Or perhaps a kid fighting cancer with an unstoppable positive attitude? Me too.

Rarely, however, does the notion of courage in the corporate workplace come up. When it does, it’s typically around someone taking on an audacious, never-been-done-before project, or maybe presenting to a large crowd. And while often not as dramatic or grandiose as the examples mentioned above, we tend to overlook how sharing your point of view falls into the courageous bucket.

I have always found a clear line between management and leadership. In its most simplistic form, I view management as having people work for you. Leadership, on the other hand, is about people choosing to follow you. Both skill sets are necessary to achieve a vision, and can sometimes exist in the same person. And while managers can drive us to produce results, it’s often leaders and their courageous authenticity who inspire us to succeed.

My career has led me to be surrounded by a slew of ambitious, talented people. One common thread shared by so many of them is how to build those leadership skills. Sure, you can be promoted to a management role. Anyone, however, can become a leader...and it doesn’t have to include direct reports and performance reviews. How, you might ask? Courage plays a significant factor here.

GET COMFORTABLE BEING UNCOMFORTABLE

To be vulnerable does not equal being weak. When we fail to show our vulnerability, we are often engaging in self-preservation which is the opposite of courageous. To put yourself out there and inspire people, you need to get comfortable with being a little uncomfortable. Whether it’s sharing a big idea or a different point of view, being courageous is really about leaning in - even when you can’t ultimately control the outcome. Managers work to control outcomes. Leaders are humans who take risks, make mistakes and learn from them. When they do so, they open themselves up to far more possibilities, creation, change, etc. Management results get the job done; leaders pushing beyond their comfort zones can provide the impact that propels a company forward.

FOCUS ON BETTERING YOUR GAME, NOT JUST ON WINNING

When we focus solely on winning - crushing our competition, for example - we are focused on the short-term game. As the brilliant Simon Sinek shares, you can’t honestly ever win at business...as soon as you achieve one goal, there is another goal waiting to be tackled. When you play what he refers to as the “finite game,” your actions and focus revolve around short-term outcomes. More management thinking than that of the more visionary, vulnerable leader, right? To play the “infinite” game, you need to put your courageous authenticity into play. That requires a long-term view, the ability to morph continuously, and the ability to inspire others to participate in that journey. A focus on short-term results might help you win today, but is not an effective recipe for long-term success. A courageous leader will curb the obsession with merely beating the competition and instead embrace that continually upping its own game and effectively beating one’s success is the best long-term strategy.

STANDING UP FOR WHAT YOU BELIEVE IN

The last few years have been fueled with people being courageous to the point of taking a stand to say “ENOUGH.”  Whether it was women (and some men) stepping forward to share their #MeToo experiences, taking a stand on our current political climate or the like, we are living in a time of growing courage that is starting to create an environment of equality and tolerance. Perhaps every company isn’t facing dramatic issues that are being led by revolt, but the lesson of speaking up for what’s right is vital to all who wish to thrive. Effective leaders in these organizations will celebrate behaviors that support a positive, evolving culture. And they will mostly certainly speak up when they see that not happening. It can be scary to take this stand, and to potentially put yourself out there to say, “this is not okay.” And yet, this is what exceptional leaders do.

Being a true leader is not just about creating an incredible vision of the future, and inspiring people to want to follow your path. Getting comfortable with being uncomfortable, focusing on the long-term game, and finding your authentic voice are all critical components. Yes, we all acknowledge that first responders are a fantastic representation of what courage looks like...but in today’s constantly evolving workplace, those who embrace these dynamics of leaderships are the ones I know I’ll continue to follow.

Christina Luconi is Chief People Officer for Rapid7. Follow her on Twitter: @peopleinnovator.

Coworking. It’s a style of work where people who regularly work from home, freelancers, and remote workers can come together at a centralized location. Coworking spaces will provide desks, Wi-Fi, food and beverages, and other amenities that corporate offices offer.

Coworking spaces are also growing in presence around the country and Boston is no different. Last week, we took a deep dive into what coworking is and how it benefits Boston’s innovation community and ecosystem. In that feature story, we showcased WeWork, Workbar, and Cambridge Innovation Center.

However, there are more than just three coworking spaces in Boston. Below is a slideshow we’ve compiled featuring over 20 coworking spaces in the city that have their unique features. If you’re curious about joining one of them, a link is on each slide.

Patty McCord is my spirit animal.

For over twenty years, I have found myself alienating many a person in my field of “human resources.” It started with my simple premise back in the 90s that humans are NOT resources but rather that they are the lifeblood of your company. Since then, I’ve carefully chosen the CEOs and companies I’ve worked with, understanding that if they don’t “get it,” there’s ultimately no way for me to have an impact. Several years ago, when the famous Netflix culture deck went viral, I ceased feeling like I was rolling a giant culture-rock up a mountain by myself. Netflix and their incredible Chief Talent Officer Patty McCord were not just at the forefront of helping their own company to understand how to embrace and embody their culture; they were paving the way for countless others.

I have continued to follow her through the years, and remain inspired by her no-nonsense, candid point of view. Not too long ago, I heard her on the great Seeking Wisdom podcast and found myself nodding at nearly everything she said. However, when she started talking about the notion of “empowerment,” I found myself in emphatic agreement.

Here’s the gist, from my point of view: if you think about it, the concept of empowerment is rather silly. I do not have a magic wand in which I can bop you on the head and magically deem you to be “empowered.” I mean, sure, I can hand over the reins and put you in a position of authority, but it’s the spirit in which I grant that power, and what you chose to do with it that really matters and ultimately determines how powerful you actually are.

Let’s start by exploring why we aim to empower people in the first place. Often, it is because we are attempting to engage them, and in doing so, creating more opportunity and exposure. In reality, though, you can’t truly hand over some power to another, when you still ultimately own it yourself.  You are subtly sending the message, “Yes, you have some power now...because I gave you some of mine.” It doesn’t feel very good when you peel back that layer of the onion, does it?

If you are leading your people effectively, they are primed to add impact, innovate and lead. We either then choose to nurture that dynamic - or stifle it by trying to impose too much control. When we chose the latter, we stunt all those good characteristics. I would sure hate if someone did that to me.

Instead of granting people sub-optimal power, try really focusing on engaging with them. Rather than the notion of “Poof!...I’ve empowered you!” (which candidly isn’t engaging at all), rethink the intent. When you are truly engaging someone, you are providing them with additional support, guidance, perspective, etc.  In other words, you are sharing the tools and leadership for them to become even more successful, NOT just handing over a little bit of power.

True engagement comes with trust, clarity of vision, intelligent decision-making practices, and a firm understanding of how each person contributes to the greater goal. Empowerment, on the other hand, suggests, “I’ve given you some power...now go figure it out.” Managers shouldn’t waste their time trying to empower people; great people already are empowered. Instead, focus your efforts on providing them with the values set, vision, tools, and support they will need to succeed. Then get out of their way and let them thrive.

What does the career path and day in the life look like for a sales manager at SmartBear?

We interviewed Thomas Salah to find out!

Career Path

Where did you grow up?  

I grew up in Gloucester, MA, a small fishing community located 45 minutes north of Boston.  

What did you parents do for work?  What was your very first job?

My parents owned and operated a restaurant for 25 years of my life. I think I washed my first dish at 10 years old. I was in the kitchen cooking with my Dad at 12, and I was waiting tables by 14. My grandparents, aunt, uncle, and cousins all worked at the restaurant – it was a family affair.

Where did you go to college?  What did you study?  

I graduated from Wesleyan University with a degree in economics. My goal was to attend a NESCAC (New England Small College Athletic Conference) school and continue playing hockey. NESCAC schools offer a top-tier liberal arts education combined with highly competitive athletics. Wesleyan felt like the right fit for me from the other NESCAC schools I looked at, and I have no regrets in my decision. The classes were very challenging, we had the best hockey season in program history during my time, and I met people from all areas of the world with different perspectives that made me who I am today.

What was your first job out of college?

As senior year winded down, many of my friends were interviewing for finance and investment banking roles, but I knew that wasn’t for me. I am a people person, and I knew I didn’t have the patience or interest in living behind a spreadsheet and crunching numbers all day. I connected with people in my network across several different industries and liked the idea of technology sales. A family friend had been selling software at PTC for 15 years and helped me to get a job as an Inside Sales Representative (PTC’s word for Business/Sales Development Rep). This was six years ago, and I have been selling software ever since.

What are the details of your current role at SmartBear as a Sales Manager?

I manage a team of six-quota carrying representatives for one of our top product lines. As a sales manager, my focus is teaching my team sales strategies from the initial discovery through close to help each rep reach their goals. While I am involved in all deals that reps need assistance with, I pride myself on coaching and developing my reps rather than writing an email or taking a call for them. I really love working with my team to understand the “why” a particular result occurred to scale that approach if the result was positive and adjust the approach if the result was negative. All sales reps will tell you their goal is to hit their number, and I am responsible for helping them do that at SmartBear, but I believe my true value is helping my team develop the skills that are going to result in them always hitting their number and enjoying long-term success.

Your career path has consistently been on track for a promotion every 1-2 years.  What has attributed to your success?

This is no mystery - work hard, be accountable, and never settle for less. I’ve always had these core values at the top of mind. As in sports, if you put in the effort and stay focused on consistently delivering on your goals, then coaches/managers/leaders will continue to trust you with more responsibility and give you a chance in big-time situations. I’ve always wanted to have the ball in my hands when the game is on the line or a deal teed-up that gets the company across the revenue target. I see those high-pressure situations as an opportunity to prove my worth, and all I can ask for is the opportunity. What I do with that opportunity, well, that’s on me.  

What is your most proud accomplishment at SmartBear?

Without question - rolling out “Personal Development” sessions. Each rep on my team has a 30-minute recurring meeting on my calendar to discuss the topic of their choice in an open discussion format. Topics include written and verbal communication, objection handling, adding and selling value, creating urgency, negotiating, and many others. My intention in rolling out “Personal Development” was to offer each of my reps the opportunity to focus their attention on a specific skill that they would like to improve on and separate from the day-to-day grind of sales, separate from the forecast, the calling, and emailing. I want my reps to look back on their time at SmartBear working for me as being the most impactful years of their career. I hope to be a mentor for them for years to come.

Day in the Life

Coffee, tea, or nothing?

Coffee

What time do you get into the office?

I get into the office between 8:30-9. My team covers the West Coast territory, so work starts a little later than most.  

Every day is different, but can you outline what a typical day looks like for you?

I get up every morning at 6, gym from 6:30-8 and then head to the office. I have a good idea of what the day is going to consist of from reviewing my calendar the previous night and listing out my highest priority tasks.

My highest priority task daily is reviewing my pipeline and identifying the key opportunities that are going to get me to my goals and ask myself, “What can I do today to progress this opportunity?" I then look to start knocking down other high priority tasks before the rest of my team arrives, and the day starts moving along quickly. I have meetings to attend daily, but I strive to be at my desk at all other times.  

When I am not in meetings or on customer calls, I spend time reviewing our activity metrics, adding value to my team, and teaching. Around 6 o’clock daily, when the day is winding down, I spend time finishing any outstanding tasks and set my plan for the next day. I also like to spend some time before I leave catching up on the news for the day on Twitter.

I get home around 8:30, which is also when my fiancé gets home, and we sit down for dinner. Dinner usually consists of whatever we meal prepped on Sunday. Rinse and repeat.

Do you log back in at night or do you shut it down completely?  

As much as I try to shut down, I really have a hard time doing so especially when I almost always have my phone in my hand. It’s nearly impossible for me to ignore my Outlook inbox, but I do try to limit myself to only responding to customer emails and discussions impacting revenue. The other topics can wait until the morning.

Any productivity hacks?

In a fast-paced technology company like SmartBear, it is very easy to get distracted. I work on staying organized and focusing on results, but if there is one issue I have, it’s thinking that I can do everything.

Who do you admire or call upon for professional advice?

My Dad. While he has never had a corporate job, he has been managing people for much of his life running a restaurant, and he provides unique perspectives on how to overcome challenging situations. He is even-keeled and soft-spoken, so whether the day was good or bad, he usually knows what to say to bring my expectations and feelings back in line, if needed. He always taught me never to get too high or too low and keep grinding. I talk to him several times a week about sports, business, and just about everything else.

Keith Cline is the Founder of VentureFizz. Follow him on Twitter: @kcline6.

Image courtesy of Thomas Salah and SmartBear.

Allaire Corporation was one of the anchor tech companies in the Boston tech scene in the mid to late 90's and the creator of ColdFusion, a rapid web application development platform, that was widely used during the early days of the web.

The company was founded by the brother-team of JJ and Jeremy Allaire originally in Minnesota but soon relocated to the Boston area. In 1999, Allaire went public and was later acquired by Macromedia in 2001, who was subsequently acquired by Adobe in 2005.

Many of the Allaire’s alumni have gone on to make an impact in the Boston tech scene. They have either founded their own companies or have obtained leadership roles in another company. We’ve compiled a slideshow of various employees from Allaire and shared with our readers what they have been up to.

Colin Barry is an Editor & Staff Writer to VentureFizz. Follow him on Twitter @ColinKrash