Frank Slootman

People buy product for three reasons. They either buy it because it's going to help them make money. They buy a product because it's going to save them money, or it's going to keep them off the front page of a newspaper. There are VCs that are seagulls, fly into a meeting, fly into a location. They basically take a shit and they fly away.

People buy product for three reasons. They either buy it because it's going to help them make money. They buy a product because it's going to save them money, or it's going to keep them off the front page of a newspaper. There are VCs that are seagulls, fly into a meeting, fly into a location. They basically take a shit and they fly away.

People buy product for three reasons. They either buy it because it's going to help them make money. They buy a product because it's going to save them money, or it's going to keep them off the front page of a newspaper. There are VCs that are seagulls, fly into a meeting, fly into a location. They basically take a shit and they fly away.

When you're interviewing potential board members, look for relevant experience. Not the fact that they've been on eight other SaaS boards, but have they ever done anything themselves?

When you're interviewing potential board members, look for relevant experience. Not the fact that they've been on eight other SaaS boards, but have they ever done anything themselves?

When you're interviewing potential board members, look for relevant experience. Not the fact that they've been on eight other SaaS boards, but have they ever done anything themselves?

Oh, it's absolutely great to be here. I've been listening to the podcast and I feel like listening to your podcast was part of my education in becoming a better investor. So thank you for doing what you're doing and it's just great to be here.

Oh, it's absolutely great to be here. I've been listening to the podcast and I feel like listening to your podcast was part of my education in becoming a better investor. So thank you for doing what you're doing and it's just great to be here.

Oh, it's absolutely great to be here. I've been listening to the podcast and I feel like listening to your podcast was part of my education in becoming a better investor. So thank you for doing what you're doing and it's just great to be here.

Well, thank you. It was a 30-plus year operating career. So in that 30 years, there were some tough years and some good years. But the two things that kind of stand out, I spent almost nine years at a company called Data Domain, where I joined at $0 in revenue.

Well, thank you. It was a 30-plus year operating career. So in that 30 years, there were some tough years and some good years. But the two things that kind of stand out, I spent almost nine years at a company called Data Domain, where I joined at $0 in revenue.

Well, thank you. It was a 30-plus year operating career. So in that 30 years, there were some tough years and some good years. But the two things that kind of stand out, I spent almost nine years at a company called Data Domain, where I joined at $0 in revenue.

And by the time I left, we'd gone through an IPO, took it to about a billion dollars, and then we got acquired by EMC in a hostile acquisition in 2009. Whole story about hostile acquisitions, if you ever want to get into that.

And by the time I left, we'd gone through an IPO, took it to about a billion dollars, and then we got acquired by EMC in a hostile acquisition in 2009. Whole story about hostile acquisitions, if you ever want to get into that.

And by the time I left, we'd gone through an IPO, took it to about a billion dollars, and then we got acquired by EMC in a hostile acquisition in 2009. Whole story about hostile acquisitions, if you ever want to get into that.

And then the next one is I spent 10 years at ServiceNow joining Frank Slootman again, who I had the privilege of working with at Data Domain into that company, which was about 80 million or so in size when I joined. And when I left, it was 5 billion in revenue and felt like job was well done to make that happen.

And then the next one is I spent 10 years at ServiceNow joining Frank Slootman again, who I had the privilege of working with at Data Domain into that company, which was about 80 million or so in size when I joined. And when I left, it was 5 billion in revenue and felt like job was well done to make that happen.

And then the next one is I spent 10 years at ServiceNow joining Frank Slootman again, who I had the privilege of working with at Data Domain into that company, which was about 80 million or so in size when I joined. And when I left, it was 5 billion in revenue and felt like job was well done to make that happen.

Well, I think the first part of that journey that was so important is the first year we didn't have the right product. We had an initial product that I almost would refer to as a paid for beta. We knew it had some of the features and elements of what the customers needed. And we were talking about the product in a way as a backup appliance.

Well, I think the first part of that journey that was so important is the first year we didn't have the right product. We had an initial product that I almost would refer to as a paid for beta. We knew it had some of the features and elements of what the customers needed. And we were talking about the product in a way as a backup appliance.