HP Collaboration Solutions: The Future of Meetings and the End of Meeting Room Frustration
- Jaynie Miller, Worldwide Product Marketing Lead at HP
- Account Based Marketing (ABM), AI and Automation, Content Strategy and Marketing, Customer Experience (CX), Digital Transformation, Managing Org Transformation, Martech Stacks, Other Martech, Strategy and Trends
Marketing has always required a balance of creativity, analysis, customer empathy, and business discipline. For Jaynie Miller, Worldwide Product Marketing Lead at HP, that blend has shaped a career that started with journalism and advertising, evolved through product and channel marketing at Microsoft, and ultimately led her to HP.
In graduate school, Jaynie studied the business model behind one of HP’s core businesses through a Harvard Business Review case study. Years later, that academic lens came full circle when she joined the company and went on to build a 12-year career there. Today, she focuses on collaboration solutions, software, services, and the future of workforce experience. “I found that I really like the blend of analytical and strategic thinking with creativity that comes with being in marketing,” Jaynie said.
That combination has become increasingly important as marketing teams are asked to explain complex technology in ways that connect to real customer pain points. In Jaynie’s current role, those pain points often live inside a space most employees know well: the meeting room.
Watch the full interview with HP’s Jaynie Miller to hear how collaboration technology is evolving to eliminate meeting room frustration and reimagine the future of workplace connection. Learn how AI-driven monitoring, proactive support services, and breakthrough 3D communication like HP Dimension with Google Beam are helping IT teams and employees stay productive in a rapidly changing digital workplace.
Solving the meeting room problem
Jaynie’s work at HP focuses on collaboration solutions—the software, services, and hardware that power modern meeting experiences, from video bars and headsets to the meeting room technology people rely on every day to connect with colleagues and customers.
The challenge is familiar: A team walks into a meeting room, tries to connect to a video call, and something does not work. Maybe a cable was unplugged, maybe a setting was changed, or maybe the issue happened earlier in the day and no one reported it. “Problems in meeting rooms are almost universal,” Jaynie said. For IT teams, the issue is not only inconvenience. It’s visibility. Most end users do not report collaboration technology problems. They work around them, get frustrated, and move on. That means IT may not know there is an issue until much later, even though the problem has already disrupted productivity.
HP’s Workforce Experience Platform is designed to help address that gap. Jaynie described it as a multi-vendor endpoint and experience management solution used by IT for the benefit of end users. Within that platform, the collaboration module helps monitor the performance of meeting technology across environments like Zoom and Microsoft Teams, as well as multi-vendor hardware such as headsets and video bars. It can also gather end-user sentiment through short surveys.
The goal is to connect technology performance with employee experience, so IT teams can prioritize the fixes that matter most. “We found that companies care so much more today about end-user satisfaction or employee satisfaction with the technology they use to get their work done,” Jaynie said. “Because when you’re not satisfied, you’re not productive.”
That shift is changing how IT success is measured. Jaynie noted that some IT teams are increasingly being evaluated not only on uptime or system performance, but also on employee satisfaction with the tools they use every day.
The challenge is familiar: A team walks into a meeting room, tries to connect to a video call, and something does not work. Maybe a cable was unplugged, maybe a setting was changed, or maybe the issue happened earlier in the day and no one reported it. “Problems in meeting rooms are almost universal,” Jaynie said. For IT teams, the issue is not only inconvenience. It’s visibility. Most end users do not report collaboration technology problems. They work around them, get frustrated, and move on. That means IT may not know there is an issue until much later, even though the problem has already disrupted productivity.
HP’s Workforce Experience Platform is designed to help address that gap. Jaynie described it as a multi-vendor endpoint and experience management solution used by IT for the benefit of end users. Within that platform, the collaboration module helps monitor the performance of meeting technology across environments like Zoom and Microsoft Teams, as well as multi-vendor hardware such as headsets and video bars. It can also gather end-user sentiment through short surveys.
The goal is to connect technology performance with employee experience, so IT teams can prioritize the fixes that matter most. “We found that companies care so much more today about end-user satisfaction or employee satisfaction with the technology they use to get their work done,” Jaynie said. “Because when you’re not satisfied, you’re not productive.”
That shift is changing how IT success is measured. Jaynie noted that some IT teams are increasingly being evaluated not only on uptime or system performance, but also on employee satisfaction with the tools they use every day.
Why services matter as much as software
While software can provide monitoring and insight, services can help organizations act on those insights. Jaynie explained that some customers want the ability to manage their collaboration technology themselves, while others want HP to monitor and manage the equipment on their behalf.
For organizations stretched thin by collaboration technology demands, this support can be especially valuable. HP’s command centers can proactively monitor and manage meeting room technology before issues disrupt important conversations. “When we do the monitoring and managing of that technology on behalf of our customers, we have our command centers working behind the scenes and proactively addressing the problems,” Jaynie said.
This reflects a broader trend in enterprise technology: Customers are not only buying devices or platforms, they’re also looking for outcomes. They want fewer disruptions, better employee experiences, and stronger confidence that their technology will work when people need it.
For organizations stretched thin by collaboration technology demands, this support can be especially valuable. HP’s command centers can proactively monitor and manage meeting room technology before issues disrupt important conversations. “When we do the monitoring and managing of that technology on behalf of our customers, we have our command centers working behind the scenes and proactively addressing the problems,” Jaynie said.
This reflects a broader trend in enterprise technology: Customers are not only buying devices or platforms, they’re also looking for outcomes. They want fewer disruptions, better employee experiences, and stronger confidence that their technology will work when people need it.
The promise of HP Dimension with Google Beam
The conversation also turned to one of HP’s most innovative collaboration offerings: HP Dimension with Google Beam. Jaynie described it as an enterprise-level 3D video communication platform. Unlike a traditional 2D video conferencing experience, the technology creates the perception that the person on the other side of the call is sitting across the table from you. “It literally looks like you are sitting in the same room as the other person,” Jaynie said.
The experience is designed for more intimate, high-value interactions, especially one-on-one or small meeting scenarios. Jaynie recently tested the technology at InfoComm in Las Vegas after having lunch with a colleague in person. When they then used HP Dimension with Google Beam, she said the virtual interaction felt remarkably similar to sitting across from that same person at the table. “You literally feel and look like you’re in the same room,” Jaynie said.
While the technology can still support larger group settings, Jaynie said the most powerful use case today is the one-on-one experience. That is where the 3D effect becomes most noticeable and where the sense of presence feels most different from traditional video conferencing.
The experience is designed for more intimate, high-value interactions, especially one-on-one or small meeting scenarios. Jaynie recently tested the technology at InfoComm in Las Vegas after having lunch with a colleague in person. When they then used HP Dimension with Google Beam, she said the virtual interaction felt remarkably similar to sitting across from that same person at the table. “You literally feel and look like you’re in the same room,” Jaynie said.
While the technology can still support larger group settings, Jaynie said the most powerful use case today is the one-on-one experience. That is where the 3D effect becomes most noticeable and where the sense of presence feels most different from traditional video conferencing.
Enterprise use cases for 3D communication
Like many emerging technologies, HP Dimension with Google Beam is currently focused on enterprise customers and early adopters. Jaynie expects adoption to follow a familiar technology curve. Early users will test the possibilities first. As demand increases, production scales, costs decline, and the technology becomes accessible to a broader market. “What I would expect is, let’s give it a year or two and see how that adoption scales,” Jaynie said.
Interest is already strong. Jaynie shared that at InfoComm, HP had to turn some customers away because there was not enough time for everyone who wanted to test the product. To help more customers experience the technology firsthand, Google has outfitted a special roadshow bus with Google Beam devices, giving people in major U.S. cities a chance to try HP Dimension with Google Beam in person.
The use cases span multiple industries. Healthcare, legal, financial services, banking, manufacturing, education, and executive communications are all areas where a more immersive video experience could create value. In education, for example, 3D communication could make virtual learning more dynamic. In executive communications, leaders could connect with small groups of employees in a way that feels more personal and engaging. In product innovation, a 3D format could help teams demonstrate physical products or spatial concepts more effectively than a flat video call.
Jaynie also clarified that both participants do not need the same setup to benefit from the experience. If one person is using HP Dimension with Google Beam and the other is using a regular camera, the person on the regular setup can still see the 3D experience, while the person using Beam sees the other participant in 2D.
That flexibility could help companies explore the technology without needing every participant to have the same device from the start.
Interest is already strong. Jaynie shared that at InfoComm, HP had to turn some customers away because there was not enough time for everyone who wanted to test the product. To help more customers experience the technology firsthand, Google has outfitted a special roadshow bus with Google Beam devices, giving people in major U.S. cities a chance to try HP Dimension with Google Beam in person.
The use cases span multiple industries. Healthcare, legal, financial services, banking, manufacturing, education, and executive communications are all areas where a more immersive video experience could create value. In education, for example, 3D communication could make virtual learning more dynamic. In executive communications, leaders could connect with small groups of employees in a way that feels more personal and engaging. In product innovation, a 3D format could help teams demonstrate physical products or spatial concepts more effectively than a flat video call.
Jaynie also clarified that both participants do not need the same setup to benefit from the experience. If one person is using HP Dimension with Google Beam and the other is using a regular camera, the person on the regular setup can still see the 3D experience, while the person using Beam sees the other participant in 2D.
That flexibility could help companies explore the technology without needing every participant to have the same device from the start.
AI as a tool, a teammate, and a workflow shift
The conversation then moved to AI and how it’s changing marketing, product marketing, and the way teams work. Jaynie observed that early AI use in marketing often felt tactical. People used it to rewrite a sentence, draft a paragraph, summarize a document, or adapt content for a specific audience. Those use cases still have value, but she sees the role of AI becoming more integrated and more strategic. “What I’m seeing more and more in the way I think of AI is yes, it’s a tool in the toolbox, but you can almost start to work with it like a person,” Jaynie said.
At the same time, Jaynie emphasized that AI should not be treated as perfect. Like people, AI can make mistakes. It may repeat information that is incomplete, biased, outdated, or inaccurate. That means marketers need to review outputs with judgment and healthy skepticism. “I have to remind myself: AI is repeating back what it finds. Most likely, what it has found, regardless of where it found it, was created by a human,” reflected Jaynie. “We are all imperfect, and there might be some inaccuracies.”
This is especially important for younger professionals or people working in unfamiliar subject areas. AI-generated answers can sound polished and authoritative, even when they are wrong. Jaynie’s advice is to bring critical thinking to every interaction with AI, validate information when needed, and ask trusted colleagues for perspective. She also pointed to the growing availability of AI training through professional organizations like the American Marketing Association, digital marketing companies, LinkedIn, and other accessible resources.
At the same time, Jaynie emphasized that AI should not be treated as perfect. Like people, AI can make mistakes. It may repeat information that is incomplete, biased, outdated, or inaccurate. That means marketers need to review outputs with judgment and healthy skepticism. “I have to remind myself: AI is repeating back what it finds. Most likely, what it has found, regardless of where it found it, was created by a human,” reflected Jaynie. “We are all imperfect, and there might be some inaccuracies.”
This is especially important for younger professionals or people working in unfamiliar subject areas. AI-generated answers can sound polished and authoritative, even when they are wrong. Jaynie’s advice is to bring critical thinking to every interaction with AI, validate information when needed, and ask trusted colleagues for perspective. She also pointed to the growing availability of AI training through professional organizations like the American Marketing Association, digital marketing companies, LinkedIn, and other accessible resources.
From experimentation to documented workflows
Today, Jaynie sees AI use as highly experimental. Different people use different tools in different ways, which can be valuable because teams learn from each other. But she expects more structure to emerge.
That may mean documented workflows that clearly define where AI is used, where human review is required, and where the work should remain fully human. The most valuable outcome may not be speed alone. It may be the ability to move lower-value or repetitive work out of the way so people can focus on more strategic thinking.
For Jaynie, AI can help with automated reports, research, first drafts of content, messaging, competitive analysis, and reviewing publicly available information about market moves or go-to-market plans. Those tasks still matter, but AI can reduce the time required to gather and organize the information. “What it frees time for is more of the deep-thinking work,” Jaynie said. “More strategy, more planning. And to me, that’s the higher value work that people will continue to do.”
As AI becomes more embedded in marketing workflows, Jaynie’s perspective offers a useful reminder: Some layers of work may be powered by AI, others may be supported by AI, but the final layer should remain human, guided by judgment, strategy, and critical thinking.
That may mean documented workflows that clearly define where AI is used, where human review is required, and where the work should remain fully human. The most valuable outcome may not be speed alone. It may be the ability to move lower-value or repetitive work out of the way so people can focus on more strategic thinking.
For Jaynie, AI can help with automated reports, research, first drafts of content, messaging, competitive analysis, and reviewing publicly available information about market moves or go-to-market plans. Those tasks still matter, but AI can reduce the time required to gather and organize the information. “What it frees time for is more of the deep-thinking work,” Jaynie said. “More strategy, more planning. And to me, that’s the higher value work that people will continue to do.”
As AI becomes more embedded in marketing workflows, Jaynie’s perspective offers a useful reminder: Some layers of work may be powered by AI, others may be supported by AI, but the final layer should remain human, guided by judgment, strategy, and critical thinking.
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