Storytelling About Odyssey With Brian Keenan

Welcome to the Use Case Podcast! Today we have Brian Keenan from Odyssey, and we’ll be talking about the use case of Odyssey and why their customers stay with them. Odyssey is a software company that enables connections between employees and underrepresented candidates for partner companies.

Keenan explains that his company started as a mentoring platform, where professionals would offer 30-minute virtual slots to candidates for career journey advice or mock interviews. However, they later pivoted to building software that would allow companies to have direct connections with their employees and external candidates. This enabled companies to facilitate coffee chats, one-to-ones, and other structures to connect with candidates and create more equitable access to opportunities.

The podcast also touches on the difference between underrepresented and marginalized and how these terms are often used interchangeably. Keenan suggests looking at the core issue of some people having access to opportunities while others do not. He emphasizes that it is essential to understand the various factors that contribute to this problem, such as social and economic disparities, and work towards creating a more equitable system.

Keenan believes that technology can play a significant role in facilitating these connections and creating a more inclusive workplace.

Give the show a listen and please let me know what you think.

Thanks, William

Show length: 25 minutes

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Brian Keenan
Founder & CEO Odyssey

Founder of Odyssey ( - Bridging the network gap, so the best candidates land the best roles, regardless of background.

Columbia Business School 2018-2020

Merger Arbitrage Hedge Fund Analyst at Gabelli

Chartered Financial Analyst (CFA) charterholder

Series 7 License
Series 66 License
Series 55 License

iMentor Member

Magna Cum Laude at University of Miami, Finance & Economics Majors

Co-Founder of the Canes Investing Association at the University of Miami

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Use Case Podcast – Storytelling About Odyssey With Brian Keenan

William Tincup: [00:00:00] This is William Tincup and you are listening to the Use Case podcast. Today we have Brian on from Odyssey and we’ll be learning about the business case or use case for Odyssey. So let’s just jump right into it. Brian, would you do us a favor and introduce yourself and Odys?

Brian Keenan: Sure. Uh, hi William. Thanks for having me on today.

I’m Brian Keenan, founder, CEO at Odyssey. That’s join Basically a little bit about myself. Um, just to rewind a bit, I was a first gen college student who was trying to break into finance when I first really realized how important. Connections and [00:01:00] access and network are as part of the career journey and really became obsessed with this issue of talent is evenly distributed, but opportunities are not.

And later on I was in finance and found myself volunteering for some programs on the side that were focused on, on bridging this issue and, and. Found myself just not really passionate about finance anymore and thinking, thinking, um, only about this, this talent issue. So decided to hit eject on finance and went to Columbia Business School to have a couple of years to think of, think through different ways to solve this issue.

Ran some different pilots, uh, around some ideas we had. And then launched what Odyssey has been for the last couple years. So basically we, we had been a mentoring platform where mm-hmm professionals would be able to post 30 minute slots of availability. They could decide what they wanted to connect with, um, you know, whether it was resume reviews, mock interviews, career journey, and underrepresented candidates from across the country [00:02:00] were, were booking those virtual slots.

Um, and then basically we. Partner companies that were coming in and, and recruiting out of that talent pool we were building. But what we saw was that, you know, the partner companies were looking for more direct connection with those candidates rather than us just being a talent pool. Right. So we saw that as a, as a huge opportunity to make, uh, significantly more impact at, at a, at a much better scale by basically making this pivot that we’ve been working on for the last eight months where we’re building the software that can enable those connections for companies between their employees and the outside world of candidates.

So making those first introduc. Those, you know, it could be five person coffee chats. It could be one-to-ones, could be whatever structure the company wants to, to offer their employees to connect with or, or even provide the flexibility to employees who wanna raise their hand, get involved in these efforts to, to make themselves more equitable, uh, in terms of who has access to those connections and, and [00:03:00] gets in the recruiting talent pipeline for those companies.

William Tincup: So be, and uh, this is probably philosophical, but the difference between, uh, underrepresented and marginalized. Are those in, at today’s, uh, are those, uh, synonyms, uh, or are they, are they truly different? And in your, in your mind? And I don’t have an answer by the

Brian Keenan: way. Yeah, no, it’s, uh, it’s an interesting question.

I, I think I, I would like, I’d like to just take a step back and really look at the core of the issue. Some people have access to opportunities and others don’t, right? Right. And you know what I’m really passionate about is if you’re willing to work hard. And put in the effort, and you are, you know, you, you are a good fit for this role.

Nothing about your background, your preexisting connections or network should be driving the, the opportunities that you have. Right. And you know, to me it, it’s a problem that should solve over time because companies are also missing out on the best talent just because of this [00:04:00] preexisting network. So a lot of times we use, you know, when we talk about underrepresented, we’re we’re talking.

Groups that historically are, are much more correlated with facing this issue. Right. And have, have faced different barriers. So, yeah, I, I think what, whatever term and specific groups you’d like to look at, really to me, the core of the issue is do you know, do you have these opportunities and, and what structurally is preventing these opportunities from being equitable?

William Tincup: So, right, right, right, right. Yeah. What is the, what’s the economic. Of the, of the future play well, of the play, excuse me, of the play that you have right now. What is, do, do we get companies that sign up and they pay for the platform or, and we don’t need to get into dollars and cents, I’m just, I’m just trying to figure out who’s paying for what.

Brian Keenan: Yeah, no, definitely. So yeah, our, our new platform basically is a fast subscription for companies who want to use our tool set. Really increased engagement that they’re seeing across all of these different channels, right? [00:05:00] So when we talk to companies, they’re, they’re looking at, you know, LinkedIn has 875 million users, right?

Indeed has 600, over 600 million users. And the, the question isn’t, you know, where are these candidates? The question is, you know, why should they care about your opportunities? How does your brand resonate? What does your culture. You know, what does the idea of being an employee mean to these candidates?

And if they don’t have any connection or access to connections at your firm, it’s really difficult to get excited or feel like they have a chance, right. And right. And not just feel like they’re entering, you know, their, the, the black hole of resume submission, which candidates are acutely aware of. Um, so, so the companies that we work with are looking to increase engagement on these channels by offering a differentiated.

You know, experience. So, you know, in the course of 10 minutes with our platform, they can spin up a new engagement initiative that is, you know, it could be coffee chats with employees for a specific team. So maybe they’re [00:06:00] recruiting engineers and they wanna offer, you know, Hey, actually you can connect with somebody on our team.

Who’s an engineer. Uh, and then some partners are looking at it to connect, um, with specific e r g groups who, who wanna provide their availability. And then, and then, so that way when they’re sharing on Indeed and LinkedIn, it’s not just the job post, but it’s, it’s an opportunity for this, this much more human experience, um, that, that is gonna get candidates excited and provide that equitable access to the opportunities.


William Tincup: have you thought, have you, have you, uh, found any resistance in terms of some, sometimes. Companies can feel real territorial about talent. You know, and, and so like I can see this, I can see them if, uh, if I can’t, it’s not in the candidates or the talent’s best interest of course, cuz what you’re trying to solve for is that they have more opportunities.

But I could see companies saying, yep, I want ’em to be able to only interact with us and not our competitors or something like that. Uh, have you, first of all, I don’t wanna make a thing a thing if [00:07:00] it’s not a thing. So, uh, is that something you.

Brian Keenan: No. Yeah, that’s a, that’s a good question. So basically the way it works is you can, you can share these opportunities on your channels, right?

And. The way we look at it and, and when we discuss with partner companies, they, they, they, they see this logic and are getting a first crack at the candidates who are accessing their opportunities, right? So they are providing these on their channels. Candidates are coming and specifically booking through their postings to connect with somebody on their team, right?

So they’re getting these, these candidates in the door. Now, if a candidate’s not a fit or, you know, doesn’t. There isn’t an opportunity for them there, and they start to look into more other, you know, other opportunities that Odyssey is enabling. Then the candidate wasn’t a fit for this first company anyway.

Right. But on the flip side, they’re getting access to the other candidates who weren’t a fit at the other companies. Right. So [00:08:00] basically the idea here is that candidates they’re bringing into the channel, they’re getting that first engagement. Gotcha. And the highest likelihood of driving something and then benefiting from the excess candidates who aren’t a fit elsewhere.

So it’s basically the best of both worlds in terms of driving that candidate interaction and, and, um, you know, having that first access. So where do

William Tincup: we get candidates for the, for the platform? Is that, is that, is that Odyssey’s responsibility is to bring those candidates to the, uh, to the companies, to those opportunities?

Brian Keenan: So the way that we work is we’re providing a publicly trackable link, right? So you, you set up these, this coffee chat program, right? Or you maybe you set up a multi-step program where candidates can apply and there’s two weeks and they have a couple, one-to-ones and they have a coffee chat. Um, whatever structure you want to set up, whether it’s super low lift or, or more engaged, right?

You set it all up. With our, our platform, we make it very easy to screen candidates. [00:09:00] To, um, to, to invite employees who wanna raise their hand and set their own calendar. It’s integrated with the calendar, so all of the workflow there is taken care of. And then at the end you can tag links to say, okay, I’m gonna share this opportunity on LinkedIn.

So you can tag it. So, you know, all the candidates going through that link are coming through LinkedIn, or I’m gonna share it on Indeed or, or ZipRecruiter, any of the channels that I’m currently recruiting on. Sure. Uh, I’m gonna share this instead of, instead of, uh, just a typical job post, right? So the candidates are coming through the channels, but the partners are looking for, you know, significantly increased yield out of those channels that they’re recruiting from, right?

Um, yeah.

William Tincup: So we’re, we’re interacting more with TA than we are hr. And why ask exactly why I ask that question is if we’re using employees to carry on conversations, et cetera, that’s gonna bleed over into things that A, that recruiting doesn’t have necessarily the, the most purview into.

Brian Keenan: Yeah, no, that’s, and that’s a great [00:10:00] point.

So basically when, when we take a step back and look at it, Employees care now more than ever about their firms, the e i efforts. Right? And they want to get involved and they wanna make sure that the place they work at is somewhere They’re really, they’re really passionate about their values. So they’re more excited than ever about, about getting involved if it’s for a good cause.

Right. And we see employees volunteering for outside programs. We see employees getting. Like a hundred LinkedIn messages, right? Asking for coffee chats, not sure who to connect with. They finally connect with somebody. It’s not a relevant conversation. They didn’t get any help, and it’s a poor experience.

Now that we can channel those conversations into only relevant candidates, having a structure that is gonna ensure a much more likelihood of success and actually feel like they’re, they’re doing good and, and. Making an impact with these conversations. Uh, in terms of, in terms of deploying those opportunities, it’s really easy.

It’s sending out an email, they can opt in and, [00:11:00] um, providing those opportunities. But to your point about bleeding into, you know, outside of talent, I think that this is kind of a, a myth that some, some have, because. We are all ambassadors for our company, whether we like it or not, and whether talent acquisition likes it or whether HR likes it.

Every conversation I have with somebody about the company I work with is, is gonna affect that person’s view. Right, right. So the question is, is just whether only mine network. Has access to that point of view, or which is not equitable. Right? And that’s, that’s when we come back to only people with these existing connections.

Or can I make access to the, to that view and that the, that conversation, you know, more equitable and, and also get employees excited and, and teach them how to share the story and get them more excited about being at the company and increase their engagement at the same time. So it’s kind of a, a double-edged sword in terms.

Yes. It, it can be [00:12:00] something that would typically be viewed as more on the HR side in terms of that employee engagement, but Right. It’s, it’s a, it’s an added benefit. Right. So, It’s just how are we, how are we talking about it and framing it and, and, and whose responsibility is it? So we make it really light lift.

So it’s easy, it’s easy to get those employees involved. So the responsibility isn’t, isn’t as much of a question. It’s just, um, it’s also, you know, how can we see those benefits and maximize those benefits on the employees side.

William Tincup: So I hate software categories. I despise them. I wish that they didn’t exist.

However, as you well know, um, HR and recruiting budgets are built in Excel. So there’s a column in a row where do, what do you call yourself?

Platypus, what do you call yourself and what do other people call you? And third part of that, that’s a three point question. And where does the budget come?

Brian Keenan: Yeah. Um, and, [00:13:00] and, and, uh, I, I love and hate this question. Sorry. No, it’s, it’s, it’s fine. It’s just, it’s very much an evolving dynamic because when it comes down to it, really, we are a hybrid right?

Of, of different categories. Trying to provide an all in one solution to get, to get stuff done and get in the end, we want to build a world class equitable town pipeline for you, right? Um, I think a lot of times it’s easy to, to classify ourselves as recruitment marketing, um, because that can remove, sometimes people come in thinking that it’s just a talent pool and they’ve had frustrations with talent pools, right?

Because. At scale talent pools are really difficult to work because you look at, okay, so LinkedIn has a ton of people, but there’s a ton of competition for those I, for those people on LinkedIn, right? So we’re gonna carve out a niche and invite everybody in this niche to this other talent pool. But guess what happens?

As that grows, then the competition for [00:14:00] those eyeballs also just follows. So the problem isn’t finding where those candidates are. Versus all of the other companies recruiting those candidates, how are you standing out? Right? And that’s what we’re focused on. And, and, um, that’s what we’re, we’re focused on changing it from just a job to bringing in your employee network, which is the most unique thing about your company.

And, and it’s the most valuable recruiting asset, right? Because when it comes down to it, This is a people business and connecting candidates with your people is gonna get them very excited about the opportunity and, and get them to be able to see themselves at your firm. So a very long winded answer of, of saying, you know, to some extent, You know, full stack talent acquisition.

Um, but, um, uh, recruitment marketing is one way to frame it to, to, um, to, to some companies, but it can kind of vary based on where the use case is driven and, and what specifically is most in need at the companies that we’re, that we’re

William Tincup: connecting with. [00:15:00] What I love about this is kind of where you, where advocacy meets opportunity.

So you need both, right? You need people that are willing and able inside of a company to then. Help enable whether or not that’s through conversation or coffee or giving ’em tips and tricks and things like that. Like when I was, went through business school, we used to do, uh, a hundred years ago, of course, uh, I think it was when horses, Carrie, Carrie,

Brian Keenan: I don’t believe it.

William Tincup: So buggies, um, We did informational interviews, so like with our alumni, we’d set up 15 minute calls and we’d, you know, just kind of, Hey, how’d you get there? Like, and then just learn how they did the bid. That was, I mean, so it helped, and again, that’s, that’s two side, that’s gotta have a, a Gal or a person on the other side that’s willing and able to carve out time.

And being an advocate. Um, and then it’s opportunity is you’ve [00:16:00] gotta also have another person that’s willing to kind of put themselves out there and do the work and, and also have those conversations. They’re, they’re really, they’re relatively easy. I mean, they’re not, they’re not hard conversations, but, you know, I could see, I could see, I could see employees getting really busy and deprioritizing.

I could see candidates saying I could apply to a thousand jobs, or I could have, you know, a hundred conversations. Mm-hmm. And, and, and deprioritizing. So how do we, how do we fight that? How do we, how do we make sure that we not fight it, but maybe how do we prioritize it so the employees know how important it is to create those opportunities and to have, be, be advocates for what they’re doing, like and how they’re doing it.

And also help people cuz it. It doesn’t sound like a nonprofit, don’t get me wrong, but it does have language in it that makes me think that you’re playing to it’s, it’s to their heart as well, [00:17:00] like this is a good thing. This actually helps people, like there’s a lot of software companies out there in our space.

They don’t really help people. I mean, they say they do. At the end of the day, they don’t really help you. This is actually something that would be life changing and actually could help people. And that’s great, but I could, you know, again, people get busy, so how do we kind of protect against them getting busy and

Brian Keenan: deprioritizing?

Yeah. Yeah. And that’s, uh, that’s an excellent point. So first, and, and I’m gonna mention this, but then I’m gonna remove it from the equation. Cause I think it’s important to understand that it, it works without, without, um, just relying and, and hoping that, that people understand it. But I do wanna say that if you have a positive one of these conversations as a.

Right. And I, I know you can attest to this, is helping somebody out can be the best part of your day, right? Yeah. If it’s a positive conversation. So everything we’re doing about optimizing these, making sure that it’s relevant candidates, [00:18:00] It’s, um, we can use data over time to ensure best practices, et cetera, is to make sure that they have a pleasant experience, right?

So just wanna get that out there. It’s not just, you know, do this for somebody else, but this can be the best part of your day. Um, and, and done correctly, it will be the best part of your day. But let’s, let’s remove that from the conversation and just look at some analogs, right? So for, as you know, for the past hundred years, I don’t know exactly how long, but.

You know, recruiting on college campuses has taken a, a very similar approach to a specific group of target schools, right? So companies will pick a list of eight target schools, or you know, whatever number they’re gonna require, a certain number of employees to then go to that target school. They’re going to host an info session.

That those people can attend, then they’re gonna invite certain candidates to [00:19:00] small group coffee chats. And then those that go well will go get invited to to one-to-ones. Right. And the reason that it’s happened like this in the past is because, It’s been, it’s very difficult to aggregate candidates you’re excited about and, and basically picking a specific campus has allowed that aggregation to happen for early career in a very, in a, in a, in a very specific number of, of campuses.

But the most amazing thing now is that since we’ve went, you know, post in this, post covid world professionals are now happy to network virtual. Right. Or, or, and they’re all familiar with, with these virtual chats online, right? It’s now commonplace. It’s normal. So we, we can remove the geography out of the equation.

And because of the reach of these larger platforms and the screening tools, we can layer on top of that. We can take care of the aggregation, right? So in the past, recruiting has been very [00:20:00] comfortable asking certain number of employees to do this. This, this type of structure. And that’s been relegated to just early career, just a certain number of of schools.

But now we can aggregate the, the potential candidates in any way we want. And it doesn’t need to be early career, it can be mid-career, and it doesn’t need to be a specific school or region, et cetera. It’s, we’re gonna take employees and ask them to do these chats because we understand this is our number one priority because our, what drives our company forward is our talent.

And in the past, maybe it was difficult to to get the employees all calendared at the same time, and that could have been a hassle, but we’re gonna make that as easy as possible by giving them their opportunity to manage their own calendar. And when a conversation goes well, they’re gonna be excited. And by the way, because this is such an important company, Endeavor.

This is gonna reflect well on your, on your, your next review. Right? Right. [00:21:00] Um, and, and you’re gonna have a say and opportunity to be involved in, in who we’re, we’re recruiting and, and being part of our efforts to improve our organization, really at our core and, and get involved in the people that you’re gonna be sitting next to in the, in the near future.

William Tincup: So some of the buy side stuff. I got three questions on the buy side. We’ll, we’ll go through ’em as, uh, as quickly as we can. One is your favorite part of the Odyssey demo. My favorite part of the Odyssey demo. It’s like picking your favorite kid, you

Brian Keenan: know? Yeah, exactly. Exactly. That’s, it’s tough, but I’d say, and I don’t know if this is exactly a part, but it’s when we’ve went through the flow of creating.

Of spinning up a new program. Mm-hmm. And then the, the, you know, whoever I’m demoing to, then realizing, wow, the whole program has just been structured and set up. Right.

William Tincup: I don’t, I don’t have to do that. Yes. Done. I can just flip the [00:22:00] switch and it, yes. Done. Done. That is, that is cool. Yeah. Okay. Exactly. So, and I know you’re gonna come back with like six other things that you left, but I got it.

I got it, I got it. Questions that you, you would give practitioners to ask you, like, what do you wish, uh, when you’re demoing or when your team’s demoing and things like that, what do you wish that people asked you? What should they be asking you about ody? Which should they be asking? Yeah, because you, you got, you get random questions.

I mean, I’ve done enough software demos. You get random questions like, oh, this is great. Can you make it purple? It’s like, that’s not really relevant. But yeah, we could change the color. Um, but like buying questions, they’re buying. If this is new, what should they be asking? If this is replacing something, if this is, needs to be tied into other software like, What if you could just script the questions for them to ask, what would you ask?

What would you have them [00:23:00] ask?

Brian Keenan: Yeah, no, that’s, uh, that’s an interesting, uh, way to look at it. I, I’d say just focusing on how this will make our, our company stand out. Right. And I think so much of this boils down to your employees, your talent. It’s always going to be the most unique thing about your company.

It’s what drives your company forward. It’s mo makes your company, your company, so it makes your culture, your culture, right? And, and nothing is going to tell that story better than an actual interaction with your employees. Right. Um, and, and there are some ways, there are some, like, there were some surrogate ways that companies.

To get the message out, but if I’m just reading a block of text, um, on a site, or if I’m just watching a prerecorded video of an employee that I know was given a script and Right, yeah. You know, highly produced it, it doesn’t feel genuine. I’m not gonna, [00:24:00] it doesn’t make me excited. And now more than ever, candidates care about authenticity, right?

Mm-hmm. They, they, they want to feel like they are in control of their destiny, and they want to feel like that connection is there and they wanna be excited about the opportunity. And it’s not about numbers. It’s not about, um, specific. Text that you write to frame a, a position in a different way. It’s about, is this something I’m excited about because I have this connection and, and see myself working there and, and understand that this is something to be excited about.

So I think overall just having that focus is important.

William Tincup: So I, I, I would go to two talk tracks to then spur them on. Did you ever watch the movie? With Johnny? Yes. Yeah. Great. Yeah, so the me the, the overall kind of the moral to the story is cut out the middleman. So you’re essentially cutting out all of that stuff and saying, [00:25:00] candidate talk to employee.

Cut out all that stuff in the middle and just let ’em talk, and then they’ll suss things out. Right? So, of course I’m using, uh, a movie that’s a reference point that probably some people might or might not know. But the whole idea is like, just. Let’s let, let’s in an era of transparency, let’s let candidates talk to employees and let’s let, let employees talk to candidates.

So that’s love that one talk track that I think is, that could be interesting. The other is, is I believe that innovation comes from diversity. So if you’re, if you’re lacking, like, so if I’m talking to a prospect, it’s like, listen, do you feel like you’re, do you feel, do you ever get the feeling you’re not as innovative, your company’s not as innovative as it.

Because the answer is always inevitably. Yeah, right? Because there’s no company that’s like, oh, I know we’re all maxed out on innovation. No, but that comes from conflict. Innovation comes from conflict. Conflict is diversity. [00:26:00] You have different people actually bumping into each other, which creates that friction.

That friction creates innovation. So unique

Brian Keenan: perspectives, right? A hundred percent. Yeah.

William Tincup: Yeah. So a way to actually manufac. Innovation is then to bring those forces together. So even if they don’t like, like you, can you, I mean, I don’t know anybody that would say this publicly, but even if they’re not really into d e i, maybe they don’t get it.

Maybe they don’t want to get it. Okay. Whatever. You still, there’s a capitalist argument to be. That’s basically market share. You want to gain market share. You have to be innovative. To be innovative, you have to do this like a series of if then statements, but then say, Hey, diversity, if you don’t like it or you, you could still do it because it’s gonna be in your best interest.

Brian Keenan: Yep. And I think if, if you have a group of people that went through the exact same life experience Yeah. And then are expecting a wildly different perspective. That’s exactly right. [00:27:00] Right. I mean, it’s just not gonna happen. I’ve,

William Tincup: I’ve said this publicly and I used to, Look, it’s Silicon Valley and I’d go to a VC firm and it’s, you know, 22 white guys and they’re all pair shape white guys.

They all have about, about the same experience, went to the same business. Schoolish, you know, thereabouts. You know, some went to Stanford. Some went to Penn. Okay, got it. Columbia, you know, it’s not to, not to, not to humble brag on it, Almog mater, but you know, that must be a really easy existence. Like to go into work.

They’re all at the same golf club. They’re all have the same cars. They all have like, it’s gotta be easy. Yeah, yeah. Which again, where, how, where’s the conflict that creates that not, you know, I think that’s a horrible idea or, you know, I think we could do it this way. Like again, those different, as you said, those different perspectives and vantage points.

I think that’s the.

Brian Keenan: Yep. Yeah. I mean, adversity builds grit. It builds, yeah, it [00:28:00] builds the talent that is, is really gonna make a difference. Right? Uh, I, I a hundred percent agree with that. Even

William Tincup: if they don’t agree with d e, I, like, again, I don’t know why someone would not agree with it, but okay, whatever.

There’s still a pure capitalistic reason for doing this. Right. If, if you can’t make the emotional, uh, or even the logical reason, et cetera, uh, we can, we can go at ’em about money. Like, okay, this is just okay. You, you know, you wanna make more money, great. Let’s do it this way. And here’s why. To take out all that stuff that’s in between candidates, employees, and just let ’em talk.

Let ’em. I love it. Yep. Brother, I could talk to you forever and I know you got like 19 other things to do today, so go on and, oh, this

Brian Keenan: has been great. This has been great. I, I very much enjoyed coming on and discussing

William Tincup: vice versa. Thank you so much for your time. And also thank you for the audience. Thank y’all for listening to the show and I’ll see you next time.

Brian Keenan: Thank you, William.

William Tincup: Have a great day. Absolutely.[00:29:00]

The Use Case Podcast

William Tincup

William is the President & Editor-at-Large of RecruitingDaily. At the intersection of HR and technology, he’s a writer, speaker, advisor, consultant, investor, storyteller & teacher. He's been writing about HR and Recruiting related issues for longer than he cares to disclose. William serves on the Board of Advisors / Board of Directors for 20+ HR technology startups. William is a graduate of the University of Alabama at Birmingham with a BA in Art History. He also earned an MA in American Indian Studies from the University of Arizona and an MBA from Case Western Reserve University.


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