Thank you so much for joining us in this interview series. Before we dive into our discussion about disruption, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
When I was around 15 or 16 years old in high school, I was a bit of a computer whiz. I was building things like a mock airline reservation system and taking additional classes at NYU because my high school didn’t offer much in the way of computer programming. My father worked in advertising and was very much like a real-life Don Draper from “Mad Men.” One day, he came home and told me some bad news: we wouldn’t be going to Sanibel Island for our annual month-long trip because he had lost his job.
This wasn’t just about losing a job for him; it was about losing self-esteem and much more. He was a creative director who couldn’t use a computer, and despite my offers to teach him graphic design and other computer skills, he had no interest at the time. Ironically, later in life, he became quite tech-savvy, but back then it was a different story.
This experience had a profound effect on me. I often say that a founder’s vision becomes the company’s mission, and for me, that mission has always been about helping people with technology so they can be happier, more successful, and more productive.
I went on to study engineering at the University of Michigan, starting with aerospace and then transferring to industrial engineering. I was particularly drawn to aspects of industrial engineering that focused on ergonomic design and making systems easy for people to use. Whenever I encounter a technology struggle, I have a natural tendency to want to solve it. That drive is what led me to my current career path.
What do you think makes your company stand out? Can you share a story?
One of the key differentiators of our company is the speed at which we deliver results in endpoint management and vulnerability management. Our competitors, such as Microsoft’s Endpoint Manager or Ivanti Software Management, offer robust platforms but require significant effort and time for implementation.
In contrast, we developed Aiden, a highly efficient, executable solution under two megabytes that can run on any endpoint without needing an agent. Aiden quickly brings endpoints into the desired state configuration, avoiding the lengthy deployment projects often associated with other solutions.
For example, once Aiden is deployed, within weeks, you can set up templates and policy files, deploy the bot, and start seeing tangible results. These results include removing unauthorized software, reducing the attack surface, and improving vulnerability management. Moreover, Aiden ensures a better end-user experience by consistently building computers correctly from the start.
To illustrate, my wife recently started a new job at an advertising firm. Despite starting on Tuesday, by Thursday, she was already frustrated with her computer setup. She faced numerous issues, such as incorrect file share access, outdated versions of Microsoft Teams, and an overall inability to efficiently join conference calls. Every problem she encountered could have been solved by Aiden, highlighting the widespread and significant challenges many companies face with their current systems.
This experience underscores why I am passionate about this space. Many companies need a disruptive, paradigm-shifting approach rather than another complex platform. Aiden provides a streamlined, efficient solution that significantly enhances endpoint management and user satisfaction.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
1. Willingness to Explore New Solutions:
I have always embraced innovation and being an early adopter of emerging technologies. This openness to change has allowed me to identify and implement cutting-edge solutions that have kept my business ahead of the curve. For instance, when a new technology emerges, I see it as an opportunity rather than a challenge. This mindset helped us revolutionize our operations by integrating advanced systems that significantly improved efficiency and customer satisfaction.
2. Building and Maintaining Relationships:
Relationships have been at the core of my success. I have always prioritized nurturing connections with everyone I’ve worked with, resulting in a robust network, including a 23-person Advisory Board here at Aiden. Many of these individuals are colleagues from decades ago who have returned to collaborate with me. I firmly believe that people buy from people whom they trust, not just from those who offer solutions. By deeply valuing and maintaining these trusted relationships, we’ve created a loyal network that has been crucial to our sustained growth.
3. Tenacity:
Tenacity has been essential in navigating the ups and downs of entrepreneurship. Building a company is challenging, and resilience is key to overcoming obstacles and setbacks. For example, our company has nearly zero customer churn, nearly $3 million in revenue, and only $30,000 in churn from a small division of a larger company that couldn’t continue due to their own internal changes. This success is due to our relentless commitment to fixing issues promptly and maintaining customer satisfaction. A book that profoundly influenced me is “Unreasonable Hospitality” by Will Guidara, which emphasizes the importance of going above and beyond for customers. This philosophy resonates deeply with me and is reflected in our company’s culture of exceptional service delivery.
In summary, my willingness to innovate, dedication to building relationships, and tenacity have been pivotal to my success as a business leader. These traits have not only helped us achieve significant milestones but also fostered a strong, trust-based culture within our team.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
One significant aspect of leadership is recognizing that what got you here won’t necessarily get you there. A challenging decision I faced involved making changes within our executive leadership team. Although I don’t want to single out any specific position or individual, we had two key members whose ability to scale with the company had been surpassed by our growth.
Many companies delay these tough decisions, allowing potentially toxic and disruptive situations to fester. However, our executive leadership team addressed these issues relatively quickly. The first decision took some time, but by the second instance, we had halved the time it took to make and implement the change.
This experience taught us to confront brutal facts and make hard choices more effectively. Although there is always some loss of momentum when training or onboarding new leaders, it is crucial at the executive or senior leadership level to ensure the organization continues to grow and thrive. This process has undeniably shaped my leadership by reinforcing the importance of timely and decisive action for the health of the organization
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Let’s begin with a basic definition so that all of us are on the same page. In the context of a business, what exactly is “Disruption”?
Disruption in a business context refers to making significant changes that many might be hesitant or scared to undertake. It can have both positive and negative outcomes, but I believe that stagnation is worse than embracing change. Managing disruption is challenging because, while people often express a desire for change, they tend to resist it when the opportunity arises. It takes bravery to implement change. I like to say, “Make a decision and move forward. If it turns out to be a bad decision, you always have the opportunity to make another one.”
How do you perceive the role of ‘disruption’ within your industry, and how have you personally embraced it? Is it a necessity, a strategy, or something else entirely in your view?
In the realms of IT operations and IT security, disruption plays a pivotal role. Emerging technologies are continually entering the market, and while many individuals are risk-averse and hesitant to adopt them, I believe embracing disruption is essential.
To effectively integrate disruptive technologies, it’s crucial to conduct numerous experiments safely. This involves creating pilot projects, proofs of concept (POCs), and sandboxes to test new technologies. Before starting, it’s important to define what success looks like. One common pitfall in adopting disruptive technologies is failing to establish clear success criteria at the project’s inception. Without this, it becomes difficult to recognize success and make informed decisions.
By clearly defining success from the outset, we can confidently embrace disruptive technologies and drive forward with necessary changes.
What lessons have you learned from challenging conventional wisdom, and how have those lessons shaped your leadership style?
When I was younger, I exhibited a certain bravery in challenging conventional wisdom and seeking to improve the status quo. This mindset stems from my industrial engineering background, which emphasizes objectively evaluating processes to find better ways of doing things. However, my early leadership style was more about speaking up and pushing my ideas without much listening.
As I progressed in my career, particularly in roles such as CIO in healthcare and CTO in private equity, I learned the importance of listening and collaboration. Surrounded by brilliant minds, I realized that being influential is more effective than being domineering. This meant keeping my ears open 95% of the time and speaking 5% of the time, ensuring that when I did speak, it was to address a specific business problem.
In a highly technical industry, it’s crucial to communicate in terms that address business concerns rather than focusing on technical details. People are more interested in understanding how a solution addresses their business problems rather than the intricacies of its technical implementation. Therefore, I aim to frame my messages around the business issues at hand, avoiding technical jargon and acronyms.
What are your “Five Innovative Approaches We Are Using To Disrupt Our Industry”?
- Embrace AI in IT Operations: We are pioneering the use of AI in IT operations, despite the common fear and distrust surrounding AI. By doing so, we’re breaking new ground and demonstrating the tangible benefits AI can offer, such as increased efficiency and predictive maintenance. For instance, our AI algorithms have significantly reduced downtime for our clients by predicting and addressing issues before they occur.
- Agentless Data Collection: Unlike traditional methods that rely on agents to gather information, we resist this temptation. Instead, we adopt an agentless approach, which simplifies deployment and reduces system overhead. This method allows us to gather crucial data seamlessly, ensuring our clients receive real-time insights without the burden of additional software installations.
- Customized Solutions at Scale: While many SaaS solutions offer a one-size-fits-all approach with limited customization options, we take on the hard work of providing bespoke solutions for each customer. We’ve engineered a backend process that enables us to deliver highly customized services at scale. For example, one of our financial clients needed a unique reporting tool, which we tailored specifically for them while maintaining our ability to scale similar customizations for others.
- Uncompromising Security: We don’t just claim to be secure; we truly embody it. Achieving top-notch security requires dedication, time, and resources to scrutinize every aspect of our systems. Unlike companies that merely check boxes for compliance, we go beyond to ensure there are no vulnerabilities. Our status as the world’s most secure supplier of software to the financial industry — and now expanding to the legal sector — demonstrates our commitment to a security-first mindset. For us, security is non-negotiable and is embedded in everything we do.
- Partnership-Oriented Approach: One of our core values is treating every relationship as a partnership. This philosophy extends to our suppliers, customers, and team members. By viewing everyone as partners in our mission, we foster a collaborative and respectful environment. This innovative mindset contrasts with how many companies treat their vendors and customers, often seeing them merely as transactions rather than integral parts of the business.
Looking back at your career, in what ways has being disruptive defined or redefined your path? What surprises have you encountered along the way?
When I was at Morgan Stanley in 1998, we were tasked with designing a new headquarters in New York City. Shortly after completing the trading floors at 1585 Broadway, I was asked to write an emerging technology study. I produced a 300-page document forecasting the next decade, envisioning advancements like gig and 10-gig Ethernet and ubiquitous wireless at a time when dial-up modems were still common.
This foresight led me to propose significant changes to the building’s design and cabling infrastructure. Financial firms at the time were investing heavily in air tubes for future fiber optics, but I argued this was unnecessary. Instead, I advocated for solutions over copper or wireless, which was a revolutionary approach for the building at 75 Broadway (later sold to Lehman Brothers before its completion after 9/11).
This experience had a profound impact on my career, teaching me the importance of researching the future and anticipating technological advancements. As Wayne Gretzky said, “Skate to where the puck is going to be.” This mindset is crucial, not just in design but in managing total cost of ownership. Disruption involves making thoughtful choices that will have long-term implications.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 😊
If I could start a movement to bring the most good to the most people, it would be rooted in the principle that “everything is a partnership.” This means approaching every situation with love and tolerance, giving others the benefit of the doubt until there is irrefutable evidence to think otherwise.
How can our readers further follow your work online?
LinkedIn: https://www.linkedin.com/in/joshuaeaaron/
Website: https://www.meetaiden.com/
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!