JLABS, LLC
Judy Estrin is CEO of JLABS, LLC, formerly known as Packet Design Management Company, LLC. She is the author of Closing the Innovation Gap, published in September, 2008. Prior to co-founding Packet Design, in May 2000, Estrin was chief technology officer for Cisco Systems. Beginning in 1981 Estrin co-founded three other successful technology companies: Bridge Communications, Network Computing Devices, and Precept Software. In 1998 Cisco Systems acquired Precept, and she became Cisco's chief technology officer until April 2000.
Estrin has been named three times to Fortune Magazine's list of the 50 most powerful women in American business. She sits on the boards of directors of The Walt Disney Company and FedEx Corporation as well as two private company boards - Packet Design, Inc. and Arch Rock. She also sits on the advisory councils of Stanford's School of Engineering and Stanford's Bio-X initiative. She holds a B.S. degree in math and computer science from UCLA, and an M.S. in electrical engineering from Stanford University.
Related Links: http://www.jlabsllc.com/
Last Updated: Sat, Oct 25, 2008
| Category | Title | Author/Speaker | Organization | Length | Date |
|---|---|---|---|---|---|
| Video | Reaching Critical Mass in Tough Times | Judy Estrin | Packet Design | 01:11 | 05/2003 |
| Video | It's a Long Haul to Liquidity | Judy Estrin | Packet Design | 01:24 | 05/2003 |
| Video | It's Not Just About the Money | Judy Estrin | Packet Design | 01:35 | 05/2003 |
| Video | Confidence vs. Arrogance | Judy Estrin | Packet Design | 00:52 | 05/2003 |
| Video | Marketing and Learning from Customers | Judy Estrin | Packet Design | 01:26 | 05/2003 |
| Video | A Good Leader Must be Flexible | Judy Estrin | Packet Design | 01:50 | 05/2003 |
| Video | Exit Strategies Now and Then | Judy Estrin | Packet Design | 02:00 | 05/2003 |
| Video | Self-Configuring Architectures | Judy Estrin | Packet Design | 00:45 | 05/2003 |
| Video | Consumer Markets are Difficult for Startups | Judy Estrin | Packet Design | 01:20 | 05/2003 |
Estrin explains how it is difficult to reach critical mass in a tough economic environment, which prevents startups from growing enough to compete. She gives a personal example of Precept attempting to enter the market, but not reaching critical mass by the time Microsoft entered the market as well.
The consumer market is not a very friendly market for startups, says Estrin. It can be a 5-7 year deal and not a 2-year cycle. It is a long haul to liquidity, she notes, but the good news is that rent is cheaper. It is important to build a strong foundation a brick at a time.
Estrin emphasizes the reality of entrepreneurship sometimes being about money. But she rebukes that entrepreneurship can never be JUST about the money.
There is a fine line between confidence and arrogance, says Estrin. You have to have confidence in order to take risks, she notes. After successes, it is important to make sure the confidence does not change to arrogance. Arrogance indicates that you are not listening to customers, employees and the market. Beware the fine line, she warns.
Estrin explains how it is important not to confuse marketing with reality. Know when you are marketing and know what is real. Make sure you listen to real customer input, she cautions.
Estrin emphasizes that a good leader and entrepreneur should have flexibility--flexibility in dealing with people and navigating through changes in plans. Estrin thinks that this is a hard time and environment for startups, but that should not prevent people from being entrepreneurs. Big companies must embrace entrepreneurial thinking.
Exit strategies are less clear than they use to be to 10 years ago, says Estrin. She talks about the cycles that exit strategies went through. IPO and acquisitions are both tough in today's market. People need to have patience and plan for time to liquidity, she adds.
Estrin talks about how the hurdles for self-configuring architecture are a combination of new communication architecture, semi-conductor technology that can drive low power devices, new fuel sources, and from a software perspective, new communications architecture.
Estrin explains the reasons the consumer market is hard for startups is: