Your employees already know a lot about what needs to improve
The people doing the work see problems that leaders often can't see from a dashboard, report, or meeting. The job is to surface what stays trapped in silos and habits.
Good ideas often stay buried because there is no easy way to share them
Employees do not always have a clear way to tell leadership what they are seeing. If you build the channel, the knowledge comes forward.
Useful knowledge can come from anywhere in the company
Across every site, shift, and role, the people closest to the work see things that senior leaders have never heard about.
Every idea has to come with enough detail to understand it
A short complaint like “this process is broken” is hard to act on. You need to understand the detail behind it to see a real problem from a passing gripe and act with confidence.
Meet the founders
Terri Long
Founder & Co-CEOB.A. in Finance, University of Illinois Urbana-Champaign. Career in corporate banking before co-founding Harvest Earnings.
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Jeremy Eden
Founder & Co-CEOB.A. in History, Yale College, and an MBA from the Yale School of Management. Formerly with McKinsey.
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Yoram Carmeli
Founder & CTOMA in Computer Science, Brooklyn College. Earlier, four years with Donaldson Lufkin & Jenrette and HSBC in New York.
LinkedInJeremy was at McKinsey when he reached a conclusion that ran against his own profession: the people who know best how to improve a company are the employees inside it, not the consultants brought in from outside.
Terri was building a career in corporate banking when the two met in the mid-90s. She was Jeremy's client. They quickly found they saw the same thing the same way, that companies could grow earnings and improve the customer experience by listening to the people closest to the work.
Together they went on to advise Fortune 1000 CEOs at Computershare, PNC Financial, H.J. Heinz, Manpower, American Eagle Outfitters, and many more. They wrote the book on it, literally: Low-Hanging Fruit: 77 Eye-Opening Ways to Improve Productivity and Profits, one of Wiley's most-translated titles, now in ten languages. Today they co-lead Tell Jules, bringing the way they surface operational knowledge to nearly any size company.
Yoram has been alongside them from the start. Over almost 30 years he has designed the systems behind their work, including the GreenHouse™ and Tell Jules applications.
Companies where leaders are far from the day-to-day work
Tell Jules is most useful when the people making decisions cannot personally see everything happening across the operation.
That might be a company with many locations and shifts. It could also be one large call center, plant, warehouse, or service operation with several layers of management.
The important part is the distance between the people doing the work and the people making decisions about how that work should improve.
Leaders responsible for large or complex operations
Tell Jules is built for executives, operations leaders, regional leaders, and others responsible for how a large part of the business runs.
These leaders usually receive information through dashboards, reports, escalations, and managers. Those sources are useful, but they cannot show every problem employees are seeing on the ground.
Tell Jules gives leaders a way to hear directly from the people doing the work.