Editorial Board   Guest Author

Mr. Catlin

Jeff Catlin

Co-Founder & CEO, Lexalytics, Inc

Jeff Catlin has over 20 years of experience in the fields of search, classification and text analytics products and services. He has held technical, managerial and senior management positions within a variety of companies including Thomson Financial and Sovereign Hill Software.

Mr. Catlin's experience building text based applications for companies like Thompson Financial where he built a finance news search application showed the need for a set of text mining tools. This need eventually led him to create Lexalytics to provide these text services that had previously been built from scratch. His depth of experience in Search and Text Analytics has made him a frequent speaker at text mining conferences and a frequent guest submitter at blog sites across the internet (for example a video for network world that explains how and why search and text analytics systems compliment one another.

Prior to the formation of Lexalytics, Mr. Catlin acted as the General Manager for the unstructured data group of LightSpeed Software where he was responsible for sales, marketing and development efforts for the Knowledge Appliance and iFocus products.

Prior to joining LightSpeed, he was co-owner of PleasantStreet Technologies which produced a news-filtering product for Thompson Financial. Mr. Catlin is currently co-founder and CEO of Lexalytics, Inc. Lexalytics software turns conversations into profitable business decisions. Built without any venture funding, Lexalytics is a profitable company that builds the most important engine for social text mining.

Relying heavily on automation and a very senior group of people, Mr. Catlin's company has gone from launching the world's first commercial sentiment analysis engine to processing billions of documents a day for the top social listening and customer experience management companies in the world. Re-investing millions of dollars a year into development and operations has kept Lexalytics at the forefront of innovation and ahead of the competition for the past twelve years.

Mr. Catlin graduated from UMass Amherst with a degree in Electrical Engineering in 1987.

Please visit http://www.lexalytics.com for more information.

Mr. Catlin can be contacted at +1 4132530202101 or jeff.catlin@lexalytics.com

Coming up in March 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.