Cameron McKay, co-founder and CTO of Process Street, is the technical leader behind the company’s architecture, engineering, and product decisions.

He met co-founder Vinay Patankar while backpacking in Buenos Aires, then helped turn a shared product idea into the company they lead today. The employee spotlight Cameron McKay shares here traces his path into software, his work as CTO, and the habits that keep him learning.

This Employee Spotlight is a profile of Anne Perry, who was Director of Solutions Consulting at Process Street when this interview was published in March 2023. Anne shares her path from entrepreneurship and customer support to building a Solutions Consulting team, along with the personal principles that shaped her leadership.

Published for International Women’s Day, the conversation covers business building, burnout and rest, remote work, women in leadership, money management, house design, roller skating, family, and life with her dog Looie.

This employee spotlight profiles Tara Larson, who led Revenue Operations at Process Street when this conversation took place in March 2022. Tara talks about the people behind RevOps, customer-first growth, and the experiences that shaped her work.

The premise was simple: the interviewer only kinda/sorta understood RevOps, and Tara was the best person to explain it. She arrived with a Harvard background in sociology and neurobiology, international experience across business, academia, and education, and a second life as a certified ski instructor. The role and company references below describe that point in time.

This employee spotlight is a profile of Leti Escanciano, who was a Senior Frontend Engineer at Process Street when this conversation took place in June 2022. She shares her path into frontend engineering, what persistence looks like in practice, and her advice for women building careers in tech.

What do a neuroscientist, a DJ, a college professor, and a bartender have in common? They have all worked at Process Street. A remote company draws from a wider talent pool, startup work attracts its share of liminal weirdos, and a strong company culture recognizes that tacit knowledge can be as valuable as explicit training. Workplace management software can support the shared systems behind that distributed work, but the people and their different backgrounds make the culture.

A career coach helps you clarify what you want from work, compare realistic options, and turn a decision into action. The best career coaching combines an outside perspective with structured goals and accountability, so useful insight does not disappear once the conversation ends.

Ari Meisel brings a systems-led approach to that job. His work connects career coaching with communication, project management, process automation, and deliberate follow-through. This guide explains his approach and gives you five free checklists from his Process Playbook to put the ideas into practice.

An MBA is a graduate business degree that teaches management, finance, strategy, marketing, and related disciplines. If you are asking, “Should I get an MBA to build a strong business career?” the answer is: not necessarily.

An MBA can be worth it when a target role recruits directly from business schools, you need a structured career switch, an employer will fund a meaningful share, or a specific program gives you access to a network you cannot build another way. If those conditions do not apply, the tuition, debt, and time away from work may buy less than focused experience.

“Where do you see yourself in five years?”

We’ve all heard this question before in interviews. It’s one that most people (myself included) aren’t particularly fond of.

Why can’t you get a job at a startup when people with less experience seem to get hired? Usually it is not one missing credential. Startups reject candidates when they see risk: culture mismatch, narrow ownership, slow ramp time, unrealistic expectations, or signs that the person did not read the role closely.

The thing to remember about startups is that every hire changes the company. In a small team, one salesperson, engineer, marketer, or operator can reshape the workload, the culture, and the speed of execution. Vinay Patankar, Process Street CEO and former executive recruiter, has seen that hiring decision from both sides.

This is a guest blog post by Joe Caccavale. Joe heads up content over at Applied, the blind hiring platform that removes unconscious bias by using behavioral science.

As an organization, you’re committed to improving diversity. You want to build high-performing, diverse teams. To conquer unconscious bias, you need a hiring process that evaluates candidates consistently instead of relying on gut feel.

While many employees want to discuss their career prospects with their managers at least one to four times per year, a shocking 40% never do. In other words, employees won’t ask even when the conversation could help them understand their future.

A Robert Half study revealed a disconnect between managers and their employees on one of the most wanted aspects of any job. Gallup has also found that advancement opportunities remain uneven, and one in four employees lack clear opportunities to move ahead.

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