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920-167 - Contact Center RIS.6.0 Application Developer - BrainDump Information

Vendor Name : Nortel
Exam Code : 920-167
Exam Name : Contact Center RIS.6.0 Application Developer
Questions and Answers : 60 Q & A
Updated On : December 13, 2018
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920-167 exam Dumps Source : Contact Center RIS.6.0 Application Developer

Test Code : 920-167
Test Name : Contact Center RIS.6.0 Application Developer
Vendor Name : Nortel
Q&A : 60 Real Questions

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Nortel Nortel Contact Center RIS.6.0

Nortel Selects Witness programs For better Contact center Capabilities; solution provides Recording, Monitoring Capabilities to enhance customer Loyalty | killexams.com Real Questions and Pass4sure dumps

TORONTO--(enterprise WIRE)--Sept. 20, 2005--Nortel (NYSE:NT)(TSX:NT) has teamed with Witness methods (Nasdaq:WITS) to carry more suitable capabilities to Nortel's award-winning Contact center answer. the brand new suite of capabilities is designed to drive aggressive advantage through presenting quicker, extra productive responses to consumer wants.

"The strategic OEM relationship between Nortel and Witness methods blends main contact center communications applied sciences with advanced contact recording and nice monitoring items to create an built-in solution delivering world-class efficiency optimization capabilities," said Blair pleasurable, president and foremost analyst, COMMfusion, a market analysis company.

"The capability to infuse contact centers with a brand new depth of client capabilities that makes each and every interplay as meaningful and productive as feasible is an impressive device for riding competitive capabilities," observed Malcolm Collins, president, business Networks, Nortel. "The Nortel and Witness methods relationship promises enhanced option for our shoppers, allowing them to install multimedia, SIP-primarily based contact middle capabilities inspite of whether they have got deployed an IP, usual telephony or hybrid infrastructure."

the brand new Nortel Contact Recording and Nortel first-rate Monitoring suite collectively developed with Witness methods makes it possible for greater suggestions to be captured for every client. the new suite may also be deployed independently or with the Nortel Contact center answer (http://items.nortel.com/go/product_content.jsp?parId=0&segId=0&cat identification=-9190&prod_id=9381&locale=en-US), (because of its size, this URL may wish to be copied/pasted into your information superhighway browser's address field. get rid of the extra area if one exists.) and offers recording and archiving of all calls to assist purchasers with regulatory compliance. here's specially critical within the economic sector, as an instance, to rapidly ascertain that trades and transactions were performed properly. additional, monitoring the interactions of all brokers helps determine areas for development that will also be highlighted in worker training.

the brand new suite is designed to reduce fees and pressure differentiation by using consumer interactions to maximise salary, raise client loyalty, and procure effective intelligence and aggressive perception. the relationship is also anticipated to permit Nortel to leverage Witness programs' journey and proven first-rate monitoring and IP recording applied sciences.

"We're very completely satisfied to be working intently with Nortel," spoke of Dave Gould, chief govt officer, Witness techniques. "Their self belief in identifying us for this strategic relationship is strong validation of our know-how and market management within the interesting world of VoIP."

"Our collectively developed, application-best answer with Nortel provides forward-considering groups a magnificent combination to increase the performance of their customer provider," Gould talked about. "The offering is extra effective, much less costly to keep, and offers a single point of administration - all of which cause a lower total charge of possession. It allows for for a phased evolution from ordinary telephony to superior IP capabilities that protect a corporation's investment."

About Witness methods

Witness methods (Nasdaq:WITS) is a number one global issuer of workforce optimization software and functions. The enterprise's options - which play a strategic role within the consumer interaction facilities of global 2000 and small- and medium-sized corporations (SMBs) international - are also deployed in IP Telephony and lower back office environments, and all the way through the prolonged business, including branch workplaces. Witness methods' utility is made from best monitoring, compliance, high-extent and IP Telephony recording solutions, in addition to personnel management, actionable learning and performance management purposes. The enterprise's solutions allow businesses to optimize their americans, tactics and expertise during the business. Witness techniques' consumers improvement from an built-in business consulting, implementation and training methodology that helps a fast deployment, enabling them to power income, in the reduction of operational costs, and obtain more desirable customer retention and loyalty. For additional info about Witness programs, seek advice from www.witness.com.

About Nortel

Nortel is a diagnosed chief in supplying communications capabilities that boost the human event, ignite and vigor world commerce, and at ease and give protection to the world's most crucial information. Serving each provider provider and enterprise purchasers, Nortel delivers imaginitive know-how solutions encompassing end-to-end broadband, Voice over IP, multimedia services and functions, and wireless broadband designed to help individuals resolve the world's highest quality challenges. Nortel does enterprise in additional than 150 international locations. For greater counsel, visit Nortel on the internet at www.nortel.com. For the newest Nortel news, discuss with www.nortel.com/information.

definite counsel blanketed in this press release is forward-searching and is discipline to crucial risks and uncertainties. The results or pursuits estimated in these statements may also differ materially from actual results or events.

components which may cause effects or events to vary from latest expectations consist of, amongst other issues: the outcomes of regulatory and criminal investigations and civil litigation moves related to Nortel's restatements and the influence any ensuing prison judgments, settlements, penalties and charges may have on Nortel's outcomes of operations, economic condition and liquidity, and any connected expertise dilution of Nortel's regular shares; the findings of Nortel's independent assessment and implementation of informed remedial measures; the result of the independent assessment with respect to revenues for selected identified transactions, which overview will have a particular emphasis on the underlying conduct that resulted in the initial awareness of these revenues; the restatement or revisions of Nortel's previously announced or filed monetary outcomes and ensuing poor publicity; the existence of cloth weaknesses in Nortel's inner manage over economic reporting and the conclusion of Nortel's management and unbiased auditor that Nortel's inner control over financial reporting is ineffective, which might continue to have an effect on Nortel's capacity to file its consequences of operations and fiscal situation precisely and in a well timed method; the have an impact on of Nortel's and NNL's failure to timely file their fiscal statements and related periodic studies, including Nortel's inability to access its shelf registration commentary filed with the USA Securities and change fee (SEC); ongoing SEC stories, which can result in changes to Nortel's and NNL's public filings; the affect of management alterations, including the termination for explanation for Nortel's former CEO, CFO and Controller in April 2004; the sufficiency of Nortel's restructuring actions, including the work plan introduced on August 19, 2004 as up-to-date on September 30, 2004 and December 14, 2004, together with the advantage for better specific prices to be incurred in reference to restructuring actions in comparison to the estimated charges of such actions;

cautious or decreased spending by using Nortel's shoppers; multiplied consolidation among Nortel's purchasers and the lack of purchasers in definite markets; fluctuations in Nortel's working results and regularly occurring business, economic and market situations and growth quotes; fluctuations in Nortel's money move, degree of excellent debt and latest debt rankings; Nortel's monitoring of the capital markets for opportunities to improve its capital structure and monetary flexibility; Nortel's capacity to recruit and retain qualified personnel; using cash collateral to guide Nortel's general course enterprise activities; the dependence on Nortel's subsidiaries for funding; the have an impact on of Nortel's described improvement plans and deferred tax belongings on outcomes of operations and Nortel's money movement; the antagonistic decision of category moves, litigation within the average direction of business, highbrow property disputes and identical concerns; Nortel's dependence on new product development and its means to predict market demand for certain items; Nortel's skill to combine the operations and applied sciences of got organizations in a superb manner; the affect of speedy technological and market trade; the have an impact on of cost and product competitors; limitations to overseas boom and global financial situations, chiefly in rising markets and including hobby cost and forex change price fluctuations; the have an effect on of explanation and consolidation within the telecommunications industry; alterations in legislation of the web; the influence of the credit score hazards of Nortel's consumers and the impact of consumer financing and commitments; stock market volatility frequently and because of acceleration of the settlement date of Nortel's ahead purchase contracts; poor tendencies associated with Nortel's give contracts and contract manufacturing agreements, together with on account of the use of a sole agency for a key element of definite optical networks solutions; the have an impact on of Nortel's supply and outsourcing contracts that include beginning and setting up provisions, which, if now not met, might effect within the payment of giant penalties or liquidated damages; any undetected product defects, errors or failures; and the future success of Nortel's strategic alliances.

For more information with admire to definite of these and different factors, see essentially the most contemporary Annual document on kind 10-ok and Quarterly record on form 10-Q filed by means of Nortel with the SEC. until in any other case required with the aid of applicable securities legal guidelines, Nortel disclaims any intention or responsibility to replace or revise any ahead-looking statements, no matter if because of new information, future hobbies or otherwise.

Nortel, the Nortel logo and the Globemark are trademarks of Nortel Networks.


Nortel Transforms client Care With New Contact center solutions for agencies | killexams.com Real Questions and Pass4sure dumps

Nortel

TSX : NTOTC Bulletin Board : NRTLQ

Nortel

March 25, 2009 06:00 ET

company tactics mix with Communications to increase revenue, lower costs and enhance consumer pride

OTTAWA, ONTARIO--(Marketwire - March 25, 2009) - Nortel(1) (TSX:NT)(OTCBB:NRTLQ) is unleashing a bunch of recent contact middle products and services arming modern day organizations with essentially the most advanced capabilities purchasable. Heading up the new offering is Contact middle 7.0 adopted by enhancements to Nortel's interactive voice response answer, the Interactive Communications Portal (ICP) and brought functionality to the business's Agile verbal exchange environment (ACE) platform.

highly resilient and redundant, Contact middle 7.0 is a local SIP-based mostly solution with tightly built-in unified communications (UC) capabilities and tons of of new elements, including integration with Microsoft office Communications Server (OCS) 2007. As a Microsoft Gold licensed associate, Nortel is diagnosed for demonstrating the highest level of competency and talents in designing, integrating, and aiding Microsoft applied sciences.

"Nortel is doing creative issues in the client contact market and their approach for making it elementary to mix purposes with enterprise techniques is correct on the mark," pointed out Steve Lemak, vp of IT, excelleRx, a Nortel contact middle customer and provider of medication management for the hospice market. "They have in mind what must be executed to assist businesses like ours cut back costs and speed our means to better serve our shoppers."

"These bulletins underscore Nortel's focus on providing superior client care solutions that now not handiest simplify business procedure and software integration however additionally spotlight Nortel's continued commitment to deliver cutting edge capabilities to our shoppers," observed Ravi Chauhan, commonplace supervisor, Communications Enabled enterprise solutions, Nortel.

Key points of Contact center 7.0 include:

- Open Interfaces - apart from the openness delivered via SIP, Contact core 7.0 offers open utility Programming Interfaces the use of a capabilities Oriented structure (SOA), which permits integration of the contact middle into an organization's business applications and approaches. With net carrier interfaces for queuing, desktop Telephony Integration (CTI), and database integration, a business can automate workflow between front and back office applications to eradicate tedious guide processes.

- UC in the Contact center - With Contact center 7.0 and Microsoft OCS integration, it is easy for consumers to interact with a business the usage of a considerable number of modes of communication. This entertaining integration gives a single, unified agent computing device interface for inbound/outbound voice, email, web chat, and immediate messaging. for instance, Contact core 7.0 can intelligently route customer contacts to obtainable agents using SIP-based presence. brokers can additionally use presence to right now verify which of their experts is obtainable to help with a client request, enabling first contact resolution.

- Predictive Outbound Dialing - typically provided as a separate application, Nortel has completely integrated this expertise within Contact middle 7.0 to enrich the effectivity of agents through permitting the system to intelligently predict when an agent will turn into purchasable and area an outbound name to coincide with their availability. And, because it is built-in with Contact center 7.0, reporting and administration are seamless.

- carrier advent ambiance (SCE) - Contact core 7.0 also aspects a graphical 'drag and drop' device that takes the work out of contact center and self-service workflow introduction. With SCE, the workflow orchestration between distinct purposes is simplified using open, net services interfaces, which reduces the cost and speed of deployment. Nortel estimates use of this tool to be 5 instances faster than common workflow creation strategies.

- functions - Contact core 7.0 solution is complemented through an stronger set of recent services spanning all elements of contact core operations. These encompass: Consulting and Design; development and Customization; Implementation and Integration; manipulate and upkeep; and Optimization services.

For extra particulars, talk over with http://www.nortel.com/solutions/ccvp/collateral/nn124079.pdf

in addition to the Contact core 7.0 answer, Nortel is additionally making advancements to its ICP providing with characteristic Pack 1. Enhancements consist of outbound detection for discerning between someone and an answering computer; co-home of the Nuance speech server, doing away with the need for a separate server; and extension of SIP CTI interworking to aid Avaya AES.

"To name a new product next-gen has become cliche, but Nortel has in fact put its Interactive Communications Portal in a category by way of itself in terms of ingenious design, openness, interoperability standards help and ease-of-use," mentioned Joe Outlaw, foremost contact center analyst, Frost & Sullivan. "lengthy-time market leader Nortel demonstrates with ICP, it is committed to bringing leading solutions to the market."

Nortel additionally continues to pursue an open utility atmosphere including here functionality as part of ACE release 1.2:

- expanded aid of Microsoft OCS 2007 for better presence capabilities (e.g. telephony presence) throughout heterogeneous PBX environments;

- Integration with IBM Lotus Sametime customer 8.0.1 for click on to convention and superior presence capabilities;

- And, functions for utility customization, prototyping, and customized software development.

"more and more groups are discovering that having the capacity to automate capabilities and methods, whereas having varied channels of communication purchasable, can increase efficiencies, lessen operating expenses, and build client loyalty," mentioned Joel Hackney, president, commercial enterprise solutions, Nortel. "UC-enablement is clearly the path ahead and we have now provided a simple roadway for our valued clientele to reach this intention."

With Nortel contact facilities coping with greater than 200 million calls a day, the enterprise offers the broadest application portfolio, together with contact middle, self-service, advanced speech, and group of workers optimization options. It additionally adheres to an open, seller-agnostic method that makes it possible for for simple integration of the UC experience throughout functions and devices complemented through a wealthy capabilities practice that can personalize options in accordance with a customer's wonderful company wants.

About Nortel

Nortel is a identified chief in supplying communications capabilities that make the promise of company Made basic a fact for our customers. Our next-era applied sciences, for each carrier company and enterprise networks, help multimedia and company-vital applications. Nortel's technologies are designed to support eliminate trendy limitations to efficiency, speed and efficiency by simplifying networks and connecting americans to the counsel they need, after they need it. Nortel does enterprise in additional than a hundred and fifty international locations around the world. For extra counsel, talk over with Nortel on the web at www.nortel.com. For the latest Nortel information, discuss with www.nortel.com/news.

certain statements during this press free up can also contain phrases reminiscent of "may", "expects", "might also", "anticipates", "believes", "intends", "estimates", "targets", "envisions", "seeks" and different identical language and are regarded ahead-searching statements or suggestions below applicable securities legislations. These statements are in line with Nortel's present expectations, estimates, forecasts and projections concerning the operating ambiance, economies and markets by which Nortel operates. These statements are discipline to critical assumptions, dangers and uncertainties, which can be complex to foretell and the precise outcomes could be materially distinctive from those meditated in forward-looking statements. For more information with appreciate to definite of these and different elements, see Nortel's Annual document on Form10-k, Quarterly studies on kind 10-Q and different securities filings with the SEC. until otherwise required through relevant securities legal guidelines, Nortel disclaims any intention or obligation to replace or revise any forward-looking statements, whether as a result of new guidance, future movements or otherwise.

(1)Nortel, the Nortel logo and the Globemark are logos of Nortel Networks.

Use of the phrases "associate" and "partnership" doesn't imply a prison partnership between Nortel and every other celebration.


Nortel: Nortel, Microsoft creative Communications Alliance good points Momentum with New business offerings, customer Wins | killexams.com Real Questions and Pass4sure dumps

TMCNet: Nortel: Nortel, Microsoft Innovative Communications Alliance Gains Momentum with New Commercial Offerings, Customer Wins

TORONTO, Jul 15, 2009 (M2 PRESSWIRE by way of COMTEX) -- five new industrial offerings for the Nortel* [OTC: NRTLQ] and Microsoft ingenious Communications Alliance (ICA) had been introduced on the Microsoft worldwide companion convention. the new solution applications are tailored to the certain needs of companies to bring the simplicity and superior velocity of operations enabled through unified communications. the new technologies enable groups to know gigantic productiveness positive aspects and operational efficiencies that give a aggressive aspect.Nortel has skilled large success deploying Microsoft telephony options for international businesses as a part of the Microsoft voice pilot program. the brand new industrial offers exhibit the persisted innovation, funding and commitment to the ICA relationship.

"Transitioning to a unified communications ambiance does not need to be complex, and these new ICA options are designed to supply a simple, low cost ability for agencies to make that transition," observed Craig Schuman, director of company construction and strategy for the unified communications neighborhood at Microsoft. "Nortel's dedication to featuring unified communications solutions that combine quite simply with Microsoft office Communications Server and Microsoft change Server has been a key component in the success of the creative Communications Alliance." "Unified communications take business operations to a new realm," mentioned Joel Hackney , president, commercial enterprise options, Nortel. "CXOs are realizing a brand new approach - one that goes beyond enterprise continuity and extends into realm of company possibility. ICA solutions convey the capabilities that allow this primary shift. businesses can not stand nevertheless during this ambiance, and want each capabilities accessible. Nortel and Microsoft are supplying the potential to know that capabilities immediately, holistically and economically. Being the exact Microsoft associate is of key value to supplying these capabilities to our valued clientele - and we seem to be ahead to nurturing the relationship in the years forward." New solution Bundles supply UC foundation The five new commercial offerings for the inventive Communications Alliance are designed to speed up deployment and simplify the transition to unified communications. The integrated packages decrease the barrier to entry, simplify their purchase and deployment, and supply a value-advantageous potential to consider the technology to prove their value in the customer's networking environment. New answer bundles encompass: - SIP Contact middle 7.0 + Microsoft workplace Communications Server: The Contact middle 7.0 free up brings unified communications into the contact center via its integration of OCS2007 presence capability, providing the capacity to instantly contact the applicable area be counted skilled resulting in better first name resolution rates.

- web capabilities: targeted at groups with a hundred-500 users, this answer comprises UC capabilities that allow seamless person event with presence and click on-to-call into different business applications and tactics.

- commercial enterprise Lighthouse: This offering gives a value-effective alternative for the huge business to take potential of the more suitable productivity that unified communications offers. The offer comprises deployment services to permit UC integration, together with workplace Communications Server Voice and Conferencing and Microsoft alternate Voicemail for deployments of stronger than 2,000 users.

- enterprise Mini Lighthouse: This providing gives a price-helpful choice for the small business to take competencies of the better productivity that unified communications provides. The offer contains deployment features to enable UC integration, workplace Communications Server Voice and Conferencing and Microsoft exchange Voicemail for deployments starting at 250 users.

- UC Conferencing: for terribly huge-scale conferencing capabilities, this kit gives a price-advantageous option for companies to take knowledge of the improved productivity that unified communications provides through Microsoft workplace Communications Server 2007 unlock 2. The offer comprises consulting and the necessary deployment functions to allow the office Communications Server conferencing ability for a minimum of 500 users.

New customers drive Momentum besides the 1,300 ICA consumer wins over the three 12 months agreement between the companies, Movares and SQLSoft+ are probably the most recent consumers to understand the benefits of deploying ICA solutions.

"We anticipate a fast ROI on this deployment," said Steve Brugger, president, SQLSoft+. "we're realizing rate reductions of 30 percent every month on decreased phone and records prices alone. Our remote places employees dwell connected transparently and have all but eradicated their cellular telephone charges when contacting our US workplace. considering we had already deployed ECALS on the customer machines, our customer hardware fees had been confined to budget friendly USB handsets, that have been one-third the price of most IP phones. Being capable of run our old and new cellphone techniques in parallel throughout deployment made for a extremely speedy practising and adoption cycle in addition to a clean cutover. The conferencing facets have also reduced our fees." SQLSoft+ chosen Nortel professional services to help enforce the solution. Nortel is a Gold licensed systems integrator for Microsoft UC solutions.

Peter Dubbelman, senior IT advisor, Movares, an engineering consultancy enterprise based mostly in the Netherlands referred to, "We chose Nortel as a result of their collaboration with Microsoft, as this provided a low chance and seamless integration for Unified Communications with our present Microsoft environment. Our aim was to allow working any place every time, the use of built-in voice and statistics features on each computer systems and smartphones. After the pilot, 96 percent of our employees would no longer want to go back to our ancient gadget, and scaling up to the entire business yielded a lot of compliments for our ICT branch." "Nortel is still a stalwart Microsoft companion and is dedicated to the success of ICA as a way to assisting our valued clientele remedy their business complications," stated Susan King, chief, ingenious Communications Alliance, Nortel. "we've sharpened our execution with a focus on supplying crucial utility and features to augment Microsoft's unified communications providing. These new capabilities are assisting our valued clientele streamline and truncate their operations by way of extending their unified communications capabilities deeper within their firm's company purposes and methods." About Nortel Nortel delivers communications capabilities that make the promise of enterprise Made primary a fact for our purchasers. Our subsequent-era applied sciences, for each carrier company and business networks, help multimedia and enterprise-essential purposes. Nortel's technologies are designed to assist dispose of present day barriers to efficiency, speed and efficiency with the aid of simplifying networks and connecting americans to the information they need, after they want it. For more counsel, seek advice from Nortel on the net at www.nortel.com . For the latest Nortel information, seek advice from www.nortel.com/information .

certain statements in this press liberate may also comprise words similar to "may", "expects", "may additionally", "anticipates", "believes", "intends", "estimates", "aims", "envisions", "seeks" and different equivalent language and are regarded forward-looking statements or guidance beneath relevant securities legislations. These statements are in accordance with Nortel's current expectations, estimates, forecasts and projections about the operating atmosphere, economies and markets in which Nortel operates. These statements are discipline to essential assumptions, dangers and uncertainties, that are problematic to predict and the genuine result may be materially diverse from those contemplated in forward-looking statements. For more information with recognize to definite of these and other elements, see Nortel's Annual document on Form10-ok, Quarterly studies on kind 10-Q and other securities filings with the SEC. until otherwise required via relevant securities laws, Nortel disclaims any intention or duty to update or revise any ahead-searching statements, even if as a result of new advice, future routine or otherwise.

*Nortel, the Nortel brand and the Globemark are trademarks of Nortel Networks.

Use of the phrases "associate" and "partnership" does not imply a felony partnership between Nortel and another birthday celebration.

CONTACT: Pat Cooper Tel: +1 425 450 7523 e-mail: pat.cooper@nortel.com Greta Brown Tel: +forty four (0)1628 432968 electronic mail: gretab@nortel.com ((M2 Communications disclaims all legal responsibility for suggestions provided inside M2 PressWIRE. records supplied by way of named birthday party/parties. extra counsel on M2 PressWIRE can also be received at http://www.presswire.net on the all over net. Inquiries to info@m2.com.

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920-167 exam Dumps Source : Contact Center RIS.6.0 Application Developer

Test Code : 920-167
Test Name : Contact Center RIS.6.0 Application Developer
Vendor Name : Nortel
Q&A : 60 Real Questions

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Axalta Opens World's Largest Research & Development Center Dedicated to Coatings and Color at the Navy Yard in Philadelphia | killexams.com real questions and Pass4sure dumps

"Axalta's Global Innovation Center will become the central hub for our global research, product development, and technology initiatives where we develop and deliver the most innovative coatings products in the world," said Robert Bryant, Interim Chief Executive Officer, Axalta. "Whether in color technology, polymer and formulation chemistry, or application knowledge, the world-class capabilities and talent at Axalta's Global Innovation Center will fuel new products and deliver the solutions that our customers want to grow their businesses into the future."

Bryant and Axalta Chief Technology Officer Barry Snyder were joined at today's ceremony by Philadelphia Mayor Jim Kenney, Councilman Kenyatta Johnson, PIDC President John Grady, Liberty Property Trust Senior Vice President and Regional Director John Gattuso, and Axalta employees. Pennsylvania Governor Tom Wolf also provided remarks, heralding Axalta's economic contributions to the Commonwealth of Pennsylvania with current and future jobs planned for the Global Innovation Center, in addition to those presently provided by the Company in Philadelphia, Glen Mills, and Exton.

"The City of Philadelphia is known for the innovative spirit that founded our nation. This spirit still permeates today with countless companies choosing our city to put down roots for growth," said Mayor Kenney. "Five years ago, Axalta showed its commitment to Philadelphia by relocating its global headquarters to Center City. Today, they open the doors to the Global Innovation Center, bringing new, highly-skilled jobs to Philadelphia. I thank Axalta for their contributions to our region and wish the company many prosperous years at the Navy Yard."

The Navy Yard location offers an attractive workplace for new talent, and the Axalta campus was built with researchers in mind, modeling an academic setting with a variety of indoor and outdoor spaces to foster teamwork and creativity.

"Axalta's team of scientists and technicians at the Global Innovation Center will develop next generation coatings products and keep pace with emerging application needs," said Barry Snyder, Axalta's Chief Technology Officer. "Regulations and customer demands call for newer technologically advanced coatings.  The increasing use of light-weight plastic and composite materials in vehicles to save fuel require new coatings formulations. Developing products to suit these and other needs will be the mission of the Global Innovation Center and Axalta's worldwide research and development network."

"There has been a long history of innovation at the Navy Yard, from the design and construction of state-of-the-art battleships and commercial vessels to today's leading companies working on innovations like therapies to treat cancer, electric microgrids, energy efficiency buildings, and now coatings and color technologies that are used on products all around the world," said John Grady, President of PIDC. "We are proud to gather today with our partners to cut the ribbon on Axalta's Global Innovation Center at the Navy Yard and continue this tradition of innovation for years to come."

The building, which is owned and developed by Liberty Property/Synterra, was designed by Erdy McHenry and merges design elements present throughout the Navy Yard. The front of the building is reminiscent of the classically inspired buildings preserved in the adjacent historic core of the Navy Yard, while the back of the building resembles the lofts and warehouse facilities nearby. The front of the building also features a two-story glass façade to maximize daylight while utilizing angled vanes to reduce glare and shade staff from the low angles of the late afternoon sun.

"Today we celebrate this exceptional new building and our strong partnership with Axalta, which entrusted Liberty with the important job of designing and developing their first Global Innovation Center," said John Gattuso, senior vice president and regional director for Liberty Property Trust. "As the hub for vital research and development functions, every detail of the building has been arranged with the intention to excite and inspire all who work or visit. In the Navy Yard, Axalta will also benefit from the campus-like and collaborative environment set among many other leading-edge companies in their respective fields."

The morning ribbon cutting began with a ceremonial rendition of the national anthem by the choir of Serviam Girls Academy, based in New Castle, Delaware. Axalta has partnered with Serviam as part of its commitment to STEM education, which includes the Axalta All-Pro Teachers Program with the Philadelphia Eagles, the Philadelphia Science Festival with the Franklin Institute, and several other programs that honor STEM educators and students throughout Greater Philadelphia, North America, and other regions globally.

After the public ribbon cutting ceremony, Axalta hosted more than 100 customers for a first look of the Global Innovation Center with tours of the facility. For more information about Axalta's Global Innovation Center, please visit Axalta.com.

About Axalta Axalta is a leading global company focused solely on coatings and providing customers with innovative, colorful, beautiful and sustainable solutions. From light OEM vehicles, commercial vehicles and refinish applications, to industrial electric motors, buildings, and pipelines, our coatings are designed to prevent corrosion, increase productivity and enable the materials we coat to last longer. With more than 150 years of experience in the coatings industry, the approximately 14,000 people of Axalta continue to find ways to serve our more than 100,000 customers in 130 countries better every day with the finest coatings, application systems and technology. For more information visit axalta.com and follow us @Axalta on Twitter and on LinkedIn.

For more information about the Navy Yard, please visit www.navyyard.org and follow us @NavyYardPhila on Twitter. For more information about PIDC, visit www.PIDCphila.com and follow us @PIDCphila on Twitter. For more information about Liberty Property Trust, visit www.libertyproperty.com. For more information about Synterra, visit synterraltd.com.

Contact Robert C. Ferris D +1 215-255-7981rob.ferris@axalta.comaxaltacoatingsystems.com

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Twilio’s contact center products just got more analytical with Ytica acquisition | killexams.com real questions and Pass4sure dumps

Twilio, a company best known for supplying communications APIs for developers has a product called Twilio Flex for building sophisticated customer service applications on top of Twilio’s APIs. Today, it announced it was acquiring Ytica (pronounced Why-tica) to provide an operational and analytical layer on top of the customer service solution.

The companies would not discuss the purchase price, but Twilio indicated it does not expect the acquisition to have a material impact on its “results, operations or financial condition.” In other words, it probably didn’t cost much.

Ytica, which is based in Prague, has actually been a partner with Twilio for some time, so coming together in this fashion really made a lot of sense, especially as Twilio has been developing Flex.

Twilio Flex is an app platform for contact centers, which offers a full stack of applications and allows users to deliver customer support over multiple channels, Al Cook, general manager of Twilio Flex explained. “Flex deploys like SaaS, but because it’s built on top of APIs, you can reach in and change how Flex works,” he said. That is very appealing, especially for larger operations looking for a flexible, cloud-based solution without the baggage of on-prem legacy products.

What the product was lacking, however, was a native way to manage customer service representatives from within the application, and understand through analytics and dashboards, how well or poorly the team was doing. Having that ability to measure the effectiveness of the team becomes even more critical the larger the group becomes, and Cook indicated some Flex users are managing enormous groups with 10,000-20,000 employees.

Ytica provides a way to measure the performance of customer service staff, allowing management to monitor and intervene and coach when necessary. “It made so much sense to join together as one team. They have huge experience in the contact center, and a similar philosophy to build something customizable and programmable in the cloud,” Cook said.

While Ytica works with other vendors beyond Twilio, CEO Simon Vostrý says that they will continue to support those customers, even as they join the Twilio family. “We can run Flex and can continue to run this separately. We have customers running on other SaaS platforms, and we will continue to support them,” he said.

The company will remain in Prague and become a Twilio satellite office. All 14 employees are expected to join the Twilio team and Cook says plans are already in the works to expand the Prague team.


AI Doesn't Ask Why -- But Physicians And Drug Developers Want To Know | killexams.com real questions and Pass4sure dumps

At long last, we seem to be on the threshold of departing the earliest phases of AI, defined by the always tedious “will AI replace doctors/drug developers/occupation X?” discussion, and are poised to enter the more considered conversation of “Where will AI be useful?” and “What are the key barriers to implementation?”

As I’ve watched this evolution in both drug discovery and medicine, I’ve come to appreciate that in addition to the many technical barriers often considered, there’s a critical conceptual barrier as well – the threat some AI-based approaches can pose to our “explanatory models” (a construct developed by physician-anthropologist Arthur Kleinman, and nicely explained by Dr. Namratha Kandula here), our need to ground so much of our thinking in models that mechanistically connect tangible observation and outcome. In contrast, AI relates often imperceptible observations to outcome in a fashion that’s unapologetically oblivious to mechanism, which challenges physicians and drug developers by explicitly severing utility from foundational scientific understanding.

Implementing AI, Part 1: Why Doctors Aren’t Biting

A physician examines her patient and tries to integrate her observations – what she sees, feels, hears, and is told – and what she learns from laboratory and radiological tests – sodium level, CT scans – to formulate an understanding of what’s wrong with her patient, and to fashion a treatment approach. The idea is that this process of understanding of what’s wrong and developing a therapeutic plan is fundamentally rooted in science. Science is the Rosetta Stone that allows us to relate symptoms to disease, and disease to treatment.

The premise that medicine is driven by science is deeply ingrained in the contemporary history of medicine and also (not coincidentally) in the education of physicians; it’s why pre-medical students are compelled to master the basics of chemistry, biology, and physics, for example.   Scientific underpinnings are continuously reinforced – I often think of this example from my training: as a medical student, after I asked a resident why a particular patient had atrial fibrillation (AF), I was immediately quizzed, “Why do you think, on first principals, someone would have AF? Think it through.” The idea was that you could use scientific logic to deduce the causes of this condition.

In fact, the way everyone actually thought about AF was by memorizing a mnemonic (“PIRATES”) that lists the major causes of AF based on empiric observation, but the conceit was you could derive them from scratch using the basic principles of physics, biology, and chemistry.

Over time, I came to appreciate how much of medicine wasn’t so much science as scientism masquerading as science -- kosher-style rather than kosher. We describe phenomena using science, which gives us a sense of understanding and structure – yet we often lack actual understanding about what we’re observing, or why our treatments work. We have scientific explanations that may appear solid at first glance, but are flimsy upon closer inspection. More commonly, I imagine, we rely on scientific explanations as heuristics to enable us to get through our days, as a scaffold upon which to organize our information.

I suspect AI is viscerally uncomfortable, and challenging to apply to clinical care or drug discovery (see part 2), because of the psychological importance and cultural engraining of our science-based explanatory models. At a high level, as Erik Reinertsen (a talented MD/PhD student at Emory and Georgia Tech with an expertise in data science, who’s spending several months with our team) has patiently explained to me, “machine learning (a common type of AI) integrates individually weak signals (often many, imperceptible signals) as input to perform classification or prediction (disease/no disease; binding/no binding etc).” (See Figure.)

Machine Learning At A GlanceErik Reinertsen

Two critical aspects warrant further discussion. First, the idea of extracting utility from multiple, possibly imperceptible signals vs several obvious ones is a really difficult concept to grapple with because, by its very nature, you can’t see or come up with a mental model for what’s driving the conclusion. We rely on mental models to identify factors driving conclusions, yet in the AI scenario, such a model is generally not required. Rather, what matters is an ensemble of tiny signals you’d likely perceive as noise, and yet collectively they are, apparently, significant. Second, AI approaches correlate observations with results – they do not explain the relationship in a way we would call “mechanistic.” This aspect is often deeply uncomfortable for physicians, drug developers, and other practitioners who are driven by a belief in, and thirst for, an underlying explanation.

The indifference to mechanistic explanation can (and has) led to some very silly results in AI, as the strongest correlations are often artifacts such as batch effects, lab effects, or meta-phenomena. For instance, Isaac Kohane’s group at Harvard reported a correlation between 4am white blood counts data results and bad outcomes – reflecting not underlying circadian physiology but rather the likely grim clinical scenario associated with a 4am blood draw.

While these mistakes are amusing, they don’t invalidate the potential utility underlying technique. Our most substantial challenge, I expect, will be figuring out how to wrap our heads around the core premise of AI – are we, as physicians, ready to receive and act on answers without even the pretense of explanation? Practitioners of disciplines built on an edifice of rational explanations – including medicine and drug discovery – will struggle mightily to accept empirical data that can’t be seen to reach conclusions that can’t be rationalized.

Consider the topic of predicting cardiovascular risk. Over time, we’ve grown comfortable with established risk factors such as cholesterol level, diabetes, smoking, hypertension, etc, and I suspect most doctors have a mental image (not necessarily accurate) of how each of these discrete factors contribute scientifically to the risk of disease. But then along comes Sek Kathiresan, and offers a novel test, a multi-gene signature (discussed on our Tech Tonics podcast here) that computes a risk score based on thousands of variants. How do you even begin to get your head around that? To help, Kathiresan translates the risk onto a 0-10 scale, so you can at least dimensionalize it. I suspect most doctors will still struggle to incorporate this information into their explanatory models of disease. Perhaps for many, bucketing it as “genetic risk” will suffice.

If the rise of algorithms is inevitable, scores like Kathiresan’s will be the rule, rather than the exception. Doctors, other caregivers, and patients will receive all sorts of information about risk that they’ll be asked to accept, but not intuitively understand. Health assessments presented in the form of hermetic actuality table data – your risk of [condition A] is [B%] -- will be difficult to manage, especially when we’re not able to offer any mechanistic sort of explanation; you may not even be able to determine exactly which data led to the conclusion.

Yet, this inability to mechanistically explain a prediction may not be as far removed from modern medicine as we suppose. Consider an area we often associate with the apotheosis of modern medicine, linking individual genes to specific phenotypes. In practice, determining the role of even single genes in disease can be surprisingly complicated. For example, a fascinating study of a population with high levels of consanguinity demonstrated that genes previously thought to be definitively associated with phenotypes such as hearing loss were actually not; some individuals lacking a single functional copy of a suspicious gene could nevertheless hear just fine. Multiple examples from the world of rare diseases demonstrate that conditions that initially seem to be defined by specific genetic mutations can nevertheless exhibit remarkable variability in phenotype, at both the molecular and the organismic level. If mechanistic explanation can be tricky for these so-called “single gene” conditions, imagine the true complexity that presumably underlies diseases such as diabetes and schizophrenia.

The bottom line is that physicians tend to maintain science-based heuristics in their heads, informing how they think about the manifestation of disease and their conceptualization of treatments. This represents a bit of a charade, or self-delusion, as both our diagnoses and treatments are likely guided far more by empirical observation and experience than by scientific understanding. Yet we still aim to relate observations and outcomes through the lens of biological models and basic science, so we can “make sense” of the data.

Phrased differently: while the AI approach of leveraging empirical observations to improve outcomes could well be remarkably aligned with what doctors actually do, it’s not what we think we do, and it will be hard for doctors to internalize unless there’s a way to connect the AI-based recommendations with mechanistic insight, i.e. some way to rationalize why certain inputs result in the output. Consequently, the most successful medical AI applications (at least initially) may be those that figure out how to integrate with the physician’s need to understand and to explain.

Implementing AI, Part 2: Why Pharma R&D Isn’t Biting

AI is also being used by many startups to “power” drug discovery. The core idea, echoing the Reinertsen schematic discussed above, is to use multiple subtle inputs (which can include genetics, proteomics, EHR data, imaging findings, etc.) as substrate for computation, which results (ideally) in insight relevant for drug discovery and development (disclosure: I’ve heard venture pitches in this space but to date have not made an investment).   Many of these young companies aspire to use a version of phenotypic screening – which I’ve praised here – to identify and prioritize compounds, and accelerate the lengthy process of coming up with new drugs. Most such startups assert that by decreasing the failure rate and increasing the likelihood that a compound will have good properties/not have bad properties, they can radically alter the economics of drug development, and profoundly disrupt the industry.

On the strength of this promise, many AI-driven drug discovery startups have raised prodigious amounts of funding, the lion’s share of it from tech VCs; many founders matter-of-factly explain that they are seeing far higher valuations from tech VCs vs life science VCs. Why? Because life science VCs tend to value these companies in much the same way as biopharma companies evaluate acquisitions, which means, essentially, assessing the value of the lead or most promising asset. I’m not aware of any pharma acquisitions of such tech platforms in order to internalize the promoted capability to accelerate, enhance, reimagine, or disrupt the process of early drug development. Instead, pharmas generally seem to have the attitude: “Your startup claims to make attractive compounds? Great, develop an asset to the point at which it has some validation, and if we agree, we’ll partner or acquire it.”

The really interesting question is: why aren’t pharma R&D shops acquiring any of these platform companies? (Engaging in relatively de minimus partnerships that tend to garner lots of publicity – yes; but actually acquiring the startup – not that I’ve seen.) If a key problem with drug development is that the early stages take so long, yet deliver molecules that still are far more likely than not to fail, wouldn’t a platform that improved the odds be exceptionally valuable? This is presumably what the tech VC investors are banking on.

My guess is there are at several reasons why pharma companies aren’t biting (at least not yet).

First, and perhaps most intuitively, we are still in the early days. The technology may still seem long on promise and short on performance, and pharmas want to see more evidence that the tech actually works, repeatedly, before acquiring the capability.

Second, and in line with the earlier discussion of AI in medicine, I suspect drug developers are instinctively wary about acquiring what feels like a “black box” capability – “buy our platform, and an algorithm will let you know what’s most promising.” To be sure, researchers perform screens all the time, but in general, the readouts tend to be biological and discrete – increased level of a certain enzyme, for instance, or increased death of a certain type of cell. In contrast, a platform that says, “we’ll detect and integrate a lot of imperceptible signals and let you know what’s important“ doesn’t offer any sort of rationale or explanation. This premise is as difficult for drug developers to accept as it is for physicians.

A concrete distillation of this is the concept using an AI-devised classifier as a biomarker; this application can occur early in drug development, or later, at the level of patient selection for a trial. Let us focus on the latter for the sake of simplicity. If a product team wants to focus a drug on patients who express (or don’t express) a biomarker that makes mechanistic sense, we can understand it – cancer patients whose tumors express HER2, for example. But imagine if a patient selection algorithm proposes a composite biomarker that incorporates an indecipherable mix of lab chemistries, genetic variants, proteomics, and imaging. Biologically-grounded drug developers (and ultimately physicians) are likely to struggle to gain comfort around approaches that generate or rely upon mechanistically opaque classifiers. These approaches also make it difficult to apply common sense, the way a physician might attribute a high potassium level to a hemolysis artifact, rather than a medical emergency.

Third, pharma companies tend to be organized around discrete therapeutic areas – respiratory, cardiovascular, oncology, etc. Each of these areas tend to pursue their own strategies, have their own approaches for selecting and prosecuting targets, and have their own unique needs. Platforms touted as enhancing discovery, writ large, often run into the problem of each individual therapeutic area wondering what’s in it for them. In contrast, a licensed compound or biological technology that seems specifically applicable to a therapeutic area (such gene therapy for rare disease) more easily conveys value to key decision-makers.

(As an aside, I suspect this is also a key reason why, to my knowledge, the Regeneron Genetics Center – with whom I worked in a previous role -- hasn’t been replicated by other companies. The Center integrates genetic and phenotypic data to identify promising targets in a fashion that’s largely agnostic of therapeutic area. This approach can be difficult to square with organizational structures built around therapeutic areas that are both clearly defined and rigorously demarcated.)

Fourth, I suspect many of these AI-driven platforms overestimate the problem-solving and de-risking they actually enable. Most drug developers believe even clever compound born from data-driven approaches can still fail in so many more ways than the startups are likely anticipating.   Or as life science VC (and fellow Forbes contributor) Bruce Booth has described, “instead of ‘software eats biotech,’ [pace Pande and Andreessen], the reality of drug discovery today is that biology consumes everything.”

Addressing specifically the concept of computer aided drug design, he writes,

“...it’s only one of many contributors to overcoming the challenges of drug discovery today. There remains a wonderful abundance of artful empiricism in the discovery of new drugs, especially around human biology, and this should be embraced.“

Finally, most pharmas are highly attuned to their priors. For all the attempts to generate promising compounds internally, an increasing number of companies have come to believe in the wisdom of “search and develop” vs traditional R&D (see here, here), a trend stretching back at least a decade. At senior levels of pharma management, there’s often a sense of fatalism around internal R&D, especially the early phases, and a corresponding disinclination to overinvest in it. Given the choice of putting a hefty sum into a disruptive flavor-of-the-month tech platform vs a tangible external compound with some evaluable data around it, most pharmas are going to choose the compound every time.

That said, pharmas are legendary fast followers. My guess is that once one major player acquires a tech platform to accelerate early R&D, every pharma CEO knows they will be grilled by the board if they don’t rapidly follow suit, and (for better or worse), many will.

My sense, so far, is that data and AI platforms are being meaningfully implemented by commercial groups, actively considered by clinical (and particularly real world evidence) groups, and beset by constant deliberation and numerous asset-focused pilots in early discovery. This implementation gradient is likely related to the relative feedback cycle time of each of these areas. You can generally figure out far more rapidly whether a commercial tweak is working than whether a research tweak is; 15% higher sales can be captured easily, but a 15% improvement in target selection can be far more difficult to assess and score – but enormously valuable if (when?) demonstrably achieved.

Concluding Thoughts

Both physicians and drug developers draw much of their authority from their ability to leverage mechanistic understanding to move from observation to insight. This ability is likely both better and worse than we typically recognize. Our mechanistic understanding is often far less robust than we appreciate, but we bring a sense of intuition and a wealth of tacit knowledge to these domains, enabling us to notice that a patient just doesn’t seem himself, or that a cell culture or chemical reaction is behaving in a curious way. Humble physicians and drug developers will seek ways to embrace (as well as critically verify) the mechanistically unmoored insights offered by ever more sophisticated algorithms. At the same time, engineers seeking to disrupt medicine and pharma would do well to temper their messianic vigor with a healthy appreciation for the lived experience and hard-won-wisdom of many incumbent practitioners.

Acknowledgement: I am grateful to Erik Reinertsen, an MD/PhD student at Emory/Georgia Tech and an intern with our team, specializing in data science, for stimulating intellectual discussion and thoughtful editorial review.



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