> ## Content Index > Fetch the complete content index at: https://www.ceo.com/llms.txt > Use this file to discover other available public pages before exploring further. # Former Panopto CEO Jason Beem: Transforming education with AI - URL: https://www.ceo.com/episodes/former-panopto-ceo-jason-beem/ - Published: 2025-05-27T10:00:07.000Z - Updated: 2026-08-25T02:23:21.000Z - Description: The former Panopto CEO on the math of a late meeting and the cadence he has kept since 2009. - Author: Clint Betts # Jason Beem starts his meetings to the second Jason Beem can see three clocks from his desk. All of them are atomic. When the second hand hits the top, he starts talking, whether everyone is on the call or not. "You have 10 people in a meeting, even three people. And if you're five minutes late to kick it off, take that 10 people times that five minutes. We just wasted five minutes of productivity for the company," Beem said on the CEO.com Podcast. He also sets an iPhone alarm five minutes before every meeting on his calendar. Not a calendar notification. An alarm. A ding from his computer will not pull him out of deep work, and he knows it. "If I didn't set those alarms, I bet I'd be late to three or four meetings a day," he said. Beem has spent 28 years in software, nine of them in higher education. [Panopto named him CEO in November 2022](https://en.wikipedia.org/wiki/Panopto?ref=ceo.com), the year after the private equity firm K1 Investment Management bought the company. Panopto started in 2007 at Carnegie Mellon University as a tool for recording lectures so students could rewatch them in their dorms. By the time Beem arrived, it served 22 of the top 25 universities in the United States, and under him it pushed harder into corporate training, where companies that once flew employees to two-week training centers now have to retrain them every year. His management system is borrowed from Patrick Lencioni and has not changed since 2009\. A 90-minute tactical meeting with the full executive team every Monday. Fifteen minutes the other four days. Each executive also blocks an hour a day as an ad hoc window and holds it whether it gets used or not. "Nine times out of 10, we don't use the spot," Beem said. The point is that when a problem surfaces in the daily check-in, the time to solve it already exists. Nobody has to hunt through calendars. The remote work call went against his own wishes. Beem would rather drive to an office. The commute is how he shifts out of family mode in the morning and back into it at night. But after six months of flying from Austin to Seattle every other week, hosting happy hours nobody came to, he asked employees directly whether they wanted to keep the office. Nobody did. Panopto went fully remote, three floors of downtown Seattle real estate and all. Hallway conversations became five-minute Zooms spun up through Slack. Weekly town halls ran out of material and became monthly ones. Earlier in his career, Beem ran learning and development, and he remembers what content cost. His team needed 20 to 40 hours of work to produce one hour of training. That number is why Panopto [bought Elai in October 2024](https://www.panopto.com/news/panopto-acquisition-of-elai/?ref=ceo.com), an AI text-to-video company that turns a script or a slide deck into a finished video with an avatar and a cloned voice, in whatever language the audience speaks. Beem told [Middle Market Growth](https://middlemarketgrowth.org/dealmaker-q-a-panopto-elai/?ref=ceo.com) that Panopto looked at roughly 20 AI content companies before picking Elai, and that he has run more than 20 acquisitions in his career. "This changes the game," he said on the podcast. "This brings it down to an hour or two for that same full-hour training course." He is not new to the technology. Panopto was using AI for captioning and translation before ChatGPT existed, and its search can find the two minutes of a lecture where a professor wrote "pyramids of Giza" on the whiteboard. In June 2024 the company [announced Access AI and Knowledge Insights](https://www.panopto.com/news/panopto-advances-industry-leading-video-management-platform-with-new-solutions-to-boost-learner-engagement-and-strengthen-learning-outcomes/?ref=ceo.com), which added AI summaries, chaptering, and translated captions across video libraries, plus analytics on how learners engage with them. For all the systems, Beem reads like someone who never stops taking in information. He gets through about a book a week on Audible, alternating business books with science fiction and fantasy. His library holds 400 titles. He references Jim Collins in every new hire orientation he runs, specifically the bullets-before-cannonballs idea from Great by Choice: test small and cheap, then load up on investment only after something hits. Every episode of the CEO.com Podcast ends with the same question, built on the belief that the chances one gives are just as important as the chances one takes. Beem answered before the question finished landing. "There was a gentleman by the name of Mark Friedman," he said. Friedman founded Accruent and hired Beem in 2007, then mentored him for 11 years while the company grew from roughly $15 million in revenue to $300 million. Beem thought his career would stay in professional services. Friedman kept moving him into jobs he never asked for, including sales. "He changed the whole trajectory of my career," Beem said. [Panopto named Stephen Laster as its next CEO in April 2025](https://www.panopto.com/news/panopto-appoints-stephen-laster-as-chief-executive-officer/?ref=ceo.com). That September, [ClearCompany named Beem chief executive](https://www.prnewswire.com/news-releases/clearcompany-announces-leadership-succession-founder-andre-lavoie-to-transition-to-executive-chairman-jason-beem-appointed-ceo-302535269.html?ref=ceo.com), succeeding co-founder Andre Lavoie at the Gemspring Capital-backed talent software company, which [renamed itself ClearCo](https://clearcompany.com/resources/blog/reintroducing-clearco?ref=ceo.com) in March 2026\. Beem never wanted to be a CEO. He is now on his second run at the job. ```chapters 00:00:00 Introduction To Jason And Panopto 00:01:50 Culture And Team At Panopto 00:02:47 Customer Base And Market Expansion 00:04:26 The Future Of SaaS And AI 00:06:07 How Panopto Uses AI 00:08:38 The Magic Of Text-To-Video 00:09:43 A Day In The Life Of A CEO 00:12:14 Meeting Structures And Productivity Tips 00:14:08 Recommended Reading And Personal Interests 00:15:50 Work From Home Vs Office 00:18:13 Communication In Remote Work 00:19:39 Economic Outlook And Market Trends 00:23:01 The Future Of Education And AI 00:26:00 The Tech Scene In Austin 00:28:19 The Importance Of Mentorship ``` ```vtt WEBVTT 00:00:06.668 --> 00:00:08.287 Jason,<00:00:07.005> thank<00:00:07.149> you<00:00:07.181> so<00:00:07.325> much<00:00:07.486> for<00:00:07.630> coming<00:00:07.790> on<00:00:07.886> the<00:00:07.966> show. 00:00:08.752 --> 00:00:11.766 Uh,<00:00:09.073> you<00:00:09.185> are<00:00:09.329> working<00:00:09.634> on<00:00:09.714> 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tactical<00:12:55.330> topics. 00:12:57.110 --> 00:13:00.734 Review<00:12:57.623> metrics,<00:12:58.248> you<00:12:58.280> know,<00:12:58.649> all<00:12:58.809> the<00:12:58.986> things<00:12:59.210> that<00:12:59.371> we<00:12:59.403> need<00:12:59.627> to<00:12:59.707> run<00:12:59.932> the<00:13:00.012> business<00:13:00.413> for<00:13:00.493> the<00:13:00.589> week. 00:13:01.231 --> 00:13:04.454 And<00:13:01.295> then<00:13:01.455> I<00:13:01.551> have<00:13:01.872> daily<00:13:02.193> check-ins<00:13:03.155> the<00:13:03.380> other<00:13:03.556> 4<00:13:03.780> days<00:13:04.037> of<00:13:04.101> the<00:13:04.197> week. 00:13:04.679 --> 00:13:07.405 It's<00:13:04.823> 15<00:13:05.224> minutes,<00:13:05.641> it's<00:13:05.881> fast,<00:13:06.683> it's<00:13:06.827> really<00:13:07.004> tight. 00:13:07.485 --> 00:13:10.884 We<00:13:07.629> go<00:13:07.870> in<00:13:07.966> and<00:13:08.126> what's<00:13:08.367> important<00:13:08.688> today,<00:13:09.489> quick<00:13:09.730> 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00:22:17.140 --> 00:22:18.860 We're<00:22:17.160> seeing<00:22:17.500> some<00:22:17.940> optimism. 00:22:18.860 --> 00:22:19.970 You<00:22:19.000> see<00:22:19.120> it<00:22:19.260> in<00:22:19.440> the<00:22:19.441> stock<00:22:19.620> market. 00:22:20.000 --> 00:22:23.640 We<00:22:20.020> see<00:22:20.180> optimism,<00:22:20.580> at<00:22:20.800> least<00:22:20.840> in<00:22:21.000> the<00:22:21.040> corporate<00:22:21.300> side,<00:22:21.880> around<00:22:22.420> investing<00:22:23.040> and<00:22:23.240> hiring. 00:22:23.640 --> 00:22:26.690 So<00:22:23.819> I<00:22:23.820> would<00:22:24.000> expect<00:22:24.240> to<00:22:24.400> see<00:22:24.500> that<00:22:24.700> much<00:22:24.920> more<00:22:25.100> positive<00:22:25.560> than<00:22:25.740> we<00:22:25.860> did<00:22:25.960> a<00:22:26.100> year<00:22:26.240> ago. 00:22:27.150 --> 00:22:28.750 Education<00:22:27.600> is<00:22:27.780> still<00:22:27.920> in<00:22:28.100> the<00:22:28.101> same<00:22:28.300> boat. 00:22:29.020 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their<00:27:48.025> home. 00:27:48.282 --> 00:27:52.822 And<00:27:48.426> so<00:27:48.667> what<00:27:48.827> that<00:27:49.052> does<00:27:49.293> is<00:27:49.453> just<00:27:49.629> breeds<00:27:49.950> more<00:27:50.175> innovation<00:27:51.073> because<00:27:51.458> the<00:27:51.619> people<00:27:52.020> want<00:27:52.164> to<00:27:52.196> be<00:27:52.357> around<00:27:52.597> that. 00:27:53.223 --> 00:27:57.121 So<00:27:53.319> the<00:27:53.480> best<00:27:53.704> people,<00:27:54.041> I<00:27:54.121> think,<00:27:54.282> in<00:27:54.346> the<00:27:54.426> country<00:27:54.747> are<00:27:54.843> picking<00:27:55.228> up<00:27:55.389> from<00:27:55.629> places<00:27:56.271> they<00:27:56.367> traditionally<00:27:56.929> grew<00:27:57.073> up. 00:27:57.185 --> 00:28:03.715 And<00:27:57.314> I<00:27:57.394> grew<00:27:57.474> up<00:27:57.570> in<00:27:57.602> San<00:27:57.699> Francisco<00:27:58.998> and<00:27:59.319> they're<00:28:00.378> picking<00:28:00.618> up<00:28:00.795> 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Friedman. 00:28:25.109 --> 00:28:27.019 So<00:28:25.253> he<00:28:25.414> was<00:28:25.590> the<00:28:25.735> CEO<00:28:26.056> and<00:28:26.152> founder<00:28:26.522> of<00:28:26.602> Accruent. 00:28:27.180 --> 00:28:30.198 He's<00:28:27.485> the<00:28:27.565> current<00:28:27.886> CEO<00:28:28.191> and<00:28:28.288> founder<00:28:28.545> of<00:28:28.625> a<00:28:28.689> company<00:28:28.930> called<00:28:29.123> ST6<00:28:29.653> here<00:28:29.749> in<00:28:29.893> Austin. 00:28:30.857 --> 00:28:39.061 Um,<00:28:31.354> he<00:28:31.595> gave<00:28:31.997> me<00:28:32.382> my<00:28:32.559> job<00:28:32.960> in<00:28:33.040> 2007<00:28:34.566> at<00:28:34.646> Accruent,<00:28:35.593> uh,<00:28:35.914> and<00:28:36.428> he<00:28:36.733> mentored<00:28:37.279> me<00:28:37.536> for<00:28:37.632> 11<00:28:38.082> years<00:28:38.355> at<00:28:38.499> that<00:28:38.724> company. 00:28:39.382 --> 00:28:44.423 When<00:28:39.527> we<00:28:39.623> took<00:28:39.848> it<00:28:39.944> 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my<00:29:08.500> experiences<00:29:09.140> at<00:29:09.400> Accruent<00:29:09.820> and<00:29:10.060> under<00:29:10.500> his<00:29:10.939> mentorship,<00:29:11.660> absolutely<00:29:12.600> shifted<00:29:13.160> 90<00:29:13.580> degrees<00:29:13.900> to<00:29:14.100> the<00:29:14.120> right. 00:29:14.780 --> 00:29:16.050 I<00:29:14.820> never<00:29:14.960> thought<00:29:15.140> I<00:29:15.240> wanted<00:29:15.380> to<00:29:15.500> be<00:29:15.560> in<00:29:15.700> sales. 00:29:16.260 --> 00:29:16.910 I<00:29:16.280> did<00:29:16.460> sales. 00:29:17.100 --> 00:29:19.760 I<00:29:17.120> never<00:29:17.240> thought<00:29:17.440> I<00:29:17.560> wanted<00:29:17.740> to<00:29:17.940> be<00:29:18.100> a<00:29:18.300> lot<00:29:18.480> of<00:29:18.660> different<00:29:18.820> roles<00:29:19.100> and<00:29:19.200> I<00:29:19.340> did<00:29:19.480> it. 00:29:19.760 --> 00:29:23.099 And<00:29:19.761> it's<00:29:19.880> just<00:29:20.100> like<00:29:20.500> absolutely<00:29:20.940> opened<00:29:21.280> my<00:29:21.460> mind<00:29:21.940> to<00:29:22.360> new<00:29:22.560> things. 00:29:23.099 --> 00:29:24.360 That's<00:29:23.259> incredible. 00:29:24.360 --> 00:29:25.040 Well,<00:29:24.380> beautiful. 00:29:25.040 --> 00:29:27.530 It's<00:29:25.120> always<00:29:25.360> awesome<00:29:25.740> to<00:29:25.920> have<00:29:26.100> those<00:29:26.260> types<00:29:26.460> of<00:29:26.620> people<00:29:26.760> in<00:29:26.900> your<00:29:27.080> life. 00:29:27.580 --> 00:29:28.880 And<00:29:27.600> he<00:29:27.920> sounds<00:29:28.080> incredible. 00:29:28.900 --> 00:29:29.880 Hey,<00:29:29.120> thank<00:29:29.240> you<00:29:29.360> so<00:29:29.560> much. 00:29:29.880 --> 00:29:33.780 Seriously,<00:29:30.200> what<00:29:30.240> you're<00:29:30.440> working<00:29:30.640> on,<00:29:31.020> your<00:29:31.080> company,<00:29:31.640> your<00:29:31.740> product,<00:29:32.340> it's<00:29:32.620> wonderful. 00:29:33.780 --> 00:29:34.640 Congratulations<00:29:33.920> on<00:29:34.100> everything<00:29:34.300> you're<00:29:34.500> doing. 00:29:34.640 --> 00:29:35.520 Let's<00:29:34.760> have<00:29:34.880> you<00:29:35.000> back<00:29:35.220> in. 00:29:36.088 --> 00:29:37.493 As<00:29:36.427> things<00:29:36.669> continue<00:29:37.057> to<00:29:37.138> progress. 00:29:37.558 --> 00:29:38.769 But<00:29:37.639> Jason,<00:29:37.962> thanks<00:29:38.204> for<00:29:38.285> coming<00:29:38.446> on<00:29:38.527> the<00:29:38.608> show. 00:29:39.012 --> 00:29:39.431 Thank<00:29:39.173> you,<00:29:39.270> Clint. 00:29:39.496 --> 00:29:40.174 This<00:29:39.577> is<00:29:39.738> wonderful. ```