Ryan Roslansky

Microsoft

Executive Vice President

LinkedIn

Chief Executive Officer

Chief Product Officer

Intuit

Member Board of Directors

The Paley Center for Media

Member Board of Trustees

GoDaddy

Member Board Of Directors

Glam Media

Responsible for all consumer, advertiser, publisher and developer products across the Glam Media Network.

Grew Glam Media from a top 100 global Comscore property to a top 10 in 18 months.

SVP Products & Content

Housing Media

Co-founded and grew one of the first internet real estate & rentals classified directories.  Leveraged the internet for finding real estate buyers, selling properties, and bringing efficiency to the home buying process through multiple real estate brokers across CA and FL.

Co-Founder / CEO

Yahoo

Various General Management and Global Product Management roles across Commerce, Classifieds, Directory and Search.

General Management & Product Management

As CEO of LinkedIn, I am passionate about connecting the world’s professionals to make them more productive and successful. In my years with LinkedIn, I've been fortunate to work alongside talented and innovative colleagues, and together we have developed the world's leading professional networking platform. As we look to grow and evolve LinkedIn in the years to come, I'm excited to continue driving our vision of creating economic opportunity for every member of the global workforce.

Click the bell, never miss an update from someone you want to hear from... Great reminder from Gyanda.

Back with a Friday update. This time, instead of talking about a new product, I want to highlight one that has existed for a while but you may not have used it yet. It's the subscribe bell. Check out the video on how to use it - give it a try and let me know what you think.

Excellent AI product making advice from Lenny Rachitsky and Chip Huyen 👇

Deeply researched product, growth, and career advice

My biggest takeaway from Chip Huyen: 

1. Most AI product problems aren’t AI problems. When companies think they have an AI performance issue, it’s usually a user experience problem, an organizational communication gap, or a data quality issue. One company thought their AI lead scoring system was broken, but the real issue was that the marketing team wasn’t asking the right questions to get useful data.

2. Your best performers benefit most from AI tools. In a controlled experiment, the highest-performing engineers got the biggest productivity boost from AI coding assistants, not the lowest performers. Senior engineers who already knew how to solve problems used AI to work even faster, while low performers often just copied and pasted code they didn’t understand.

3. How you prepare your data matters more than which database you choose. Companies see their biggest AI performance gains from better organizing and preparing their information—breaking content into the right size chunks, adding summaries, converting content into question-and-answer format—rather than agonizing over which technical infrastructure to use.

4. The biggest improvements to your AI product come from talking to users and understanding their feedback, not from adopting the latest models or staying glued to AI news. Many companies waste time debating which technology to use, when the real wins come from better user experience and data preparation.

5. Fine-tuning should be your last resort. Before investing in fine-tuning a model, try simpler solutions first: improve your prompts, add basic post-processing scripts, or fix your data pipeline. One company caught 90% of its model’s mistakes with a simple script. Fine-tuning creates ongoing maintenance headaches and should only be used when everything else has been maxed out.

6. You don’t need to be perfect to win. Many successful companies choose “good enough” over perfect when implementing AI systems. They calculate whether investing two engineers to improve accuracy from 80% to 85% is better than using those same engineers to launch an entirely new feature. Often, the new feature provides more value.

7. AI productivity is nearly impossible to measure. Companies invest heavily in AI coding tools but can’t clearly prove they work. When forced to choose between expensive AI subscriptions for their team or hiring one additional person, many managers choose the person, not necessarily because AI doesn’t help but because headcount feels more tangible.

8. Many people don’t know what to build despite having powerful tools. Even with AI tools that can build almost anything, many employees face an “idea crisis”—they simply don’t know what to create. The best approach: spend a week noticing what frustrates you in your daily work, then build small tools to solve those specific pain points.

Diversity Specialist, Early Careers

Impacted by layoffs. Sole survivor of EMEA & LATAM Emerging Talent Team following first round of layoffs in February 2023. Became standalone Emerging Talent SME until role eliminated in layoff in November 2023.

I was responsible for early careers strategy focussed on hiring and training talent across sales and engineering functions across EMEA and LATAM. A key achievement included launching EMEA's inaugural summer internship program, which achieved a 95% conversion rate to full-time offer. During my time, we built our early careers strategy, including university and campus engagement and internal business liaison, and focussed on operational improvements, which resulted in a reductions in time-to-fill and higher NPS.  I also partnered with DEI organisations to support hiring of black talent, including 10K Black Interns, APNI, and ColorInTech. 

I was selected for and graduated from Catalyst, a highly competitive 6-month leadership program designed to empower racially-diverse leaders. l was also named UK Co-Lead for LinkedIn’s employee resource group for Asians. As part of the group relaunch in London, we engaged hundreds of employees through events organised to highlight the culture of the Asian diaspora.

Talent Acquisition Partner, Emerging Talent Programs - EMEA & LATAM

Mastercard

In a newly created role, I transitioned across from Europe to lead campus recruitment and strategy for Middle East and Africa. I had a specific focus on building Mastercard's campus brand and tackling diversity challenges within the region.

Campus Recruitment Manager - Middle East & Africa Lead

I led the attraction and selection for Mastercard's European early career programs, ensuring consistency with the global framework while considering and implementing local nuances appropriately. I worked strategically with my stakeholders to source early talent across all business units in multiple countries across Europe (70 interns and 180 graduates a year).

Campus Recruitment Manager - Europe Lead

MinterEllison

I was solely responsible for early talent (paralegal, clerk, graduate) recruitment in MinterEllison's Sydney Office. I also managed the Summer Clerkship and Graduate Programs (two intakes a year), which include mentoring, organising development sessions, and managing probation and rotations. My key stakeholders were the Sydney Partnership and my success in the role was evidence of my diligence, stakeholder engagement and ability to stay calm under pressure.

Campus/Graduate Resourcing Consultant

Australian Association of Graduate Employers (AAGE)

I was a committee member of the Australian Association of Graduate Employers (AAGE), the peak industry body representing organisations that recruit and develop Australian graduates. I was appointed to the Committee in May 2017, however had been a general member since 2014.

The AAGE strives to build the capability of organisations to deliver effective employment programs for students, as well as provide guidance for the continuous improvement of graduate recruitment and development practices in Australia. Our current membership comprises 300+ organisations, including a variety of large and small employers across a wide range of industries in both the private and public sectors.

Committee Member

Commonwealth Bank

I partnered with my business units to recruit the interns and graduates they needed through identifying their skills requirements and defining the approach to market. I was also part of an award-winning campaign and team, including awards and nominations for Best Employer (GradConnection and GradAustralia), Best Development Program (HR Awards 2018) and Best Marketing Campaign (AAGE 2018).

I was responsible for intern and graduate recruitment for Risk Management, Financial Services (Accounting), Legal, Corporate Affairs and all streams of Retail Banking Services (Analytics, Commercial, Digital Channels, and Marketing).

Campus Talent Acquisition Partner

Commonwealth Treasury

Due to the nature of Treasury's Graduate Program, I was involved in managing four graduate campaigns at various stages at any one time. I managed the entire spectrum of the graduate cycle, from marketing and attraction, to recruitment and selection, through to training and development and eventual graduation. In this management role, I was a key liaison point between the senior executives of Treasury and the graduates and their managers. My remit also included other entry-level programs, including internships and Indigenous programs.

A key accomplishment in my time here was using my organisational psychology expertise to streamline and ensure strong inter-rater reliability and validity in the selection of our graduates. Under my efforts, the timeline from shortlisting through to offers was reduced from 12 weeks to 7 weeks, ensuring our competitiveness with both private and public sector offers, resulting in a 98% acceptance rate. In my time, applications also increased 14-17% each year through an expanded marketing and engagement strategy.

As part of the broader Talent Acquisition Team, I also managed lateral recruitment processes to fill positions at more senior and executive levels. I have led external recruitment processes, as well as internal mobility processes, to ensure that Treasury was able to source the required capabilities to fill necessary skills gaps.

Graduate Program Manager, Talent Acquisition

Fortinberry Murray

At this boutique psychological consultancy, I worked on major consulting projects revolving around culture change and implementation of firm-wide values with top tier law, accounting and banking firms. I was involved from scoping through to implementation; developing proposals through to facilitating training and focus group sessions through to firm-wide cultural embedding. A key achievement of my time here was my involvement in the development and validation of a suite of new survey tools designed to measure an organisation's culture, stress levels and capacity for change.

Consultant (Registered Psychologist)

School of Management, Australian School of Business, UNSW

My placement within the School of Management saw me conducting applied research, experimental design and data analysis on a project focusing on burnout of nurses at Sydney Children's Hospital. I was also instrumental in the success of the project through the sourcing and innovative use of technology to record real-time data.

Provisional Psychologist (Professional Placement)

Arc @ UNSW

This volunteer role involved organising a week-long schedule of social events for UNSW's Orientation Week 2012 (February 20-24) aimed to enhance the first university experience for over 18,000 new students. I was responsible for a budget of $12,000 as well as coordinating and training a volunteer base of 160 people. I also kept detailed records to ensure the continuity of this role, and composed a 50-page handover document for my successor. In the ten months I was in this role, I was also undertaking a full-time study load (including a research thesis) and a part-time work load.

O-Week 2012 Social Programs Coordinator

I'm a psychologist in a corporate setting - I'm all about helping organisations maximise their potential through improving culture, processes and people, in particular their emerging talent.
 
Starting my career in consulting, my job was to embed myself in organisations and help them identify and fix their culture. This got me thinking: why not start from the ground up? That way, they can build a leadership pipeline with a foundation of the right people to actually foster the desired culture right for their organisation.
 
And that's how I found my passion and ended up working in the early careers / emerging talent industry.
 
I have spent most of my career specialising in campus recruitment and development, and am well-versed in all stages of the lifecycle. My experience spans four different sectors across EMEA and Australia. My insights from managing intern and graduate programs, as well as my position on the emerging talent industry body in Australia, give me perspective into how early career programs can be adapted to suit each organisation’s purpose and values.

I am a strong advocate for our emerging talent, as many of my interns and graduates (and also leaders) will attest to. I am passionate about the candidate experience, mental health and also ensuring that diversity in all its forms is appreciated and recognised. 

Whether you’re a student or an experienced professional, please feel free to reach out to me – I’m always happy to connect and help out where possible.

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Ryan Roslansky

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The Battle

Ryan Roslansky

Kevin Duong

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Engagements

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Ryan Roslansky's LinkedIn Performance

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