Frank Slootman

I think a lot of it has to do with how we manage our teams and what we did from an extreme ownership perspective. There was one metric that mattered to everybody at ServiceNow. In fact, up until recently, they had a bonus profile that was every quarter, we would fund a bonus pool based on the company's achievement of net new ACV, which was new business minus any churn.

I think a lot of it has to do with how we manage our teams and what we did from an extreme ownership perspective. There was one metric that mattered to everybody at ServiceNow. In fact, up until recently, they had a bonus profile that was every quarter, we would fund a bonus pool based on the company's achievement of net new ACV, which was new business minus any churn.

I think a lot of it has to do with how we manage our teams and what we did from an extreme ownership perspective. There was one metric that mattered to everybody at ServiceNow. In fact, up until recently, they had a bonus profile that was every quarter, we would fund a bonus pool based on the company's achievement of net new ACV, which was new business minus any churn.

So everybody was worried about churn revenue and top line revenue, right? New business. So everyone was focused on that. Then as we started to launch these new business units, I remember when Frank and I were talking about it, and this is Frank's genius. He did it before John came in, and it was like his parting gift to the business that is still sustainable today.

So everybody was worried about churn revenue and top line revenue, right? New business. So everyone was focused on that. Then as we started to launch these new business units, I remember when Frank and I were talking about it, and this is Frank's genius. He did it before John came in, and it was like his parting gift to the business that is still sustainable today.

So everybody was worried about churn revenue and top line revenue, right? New business. So everyone was focused on that. Then as we started to launch these new business units, I remember when Frank and I were talking about it, and this is Frank's genius. He did it before John came in, and it was like his parting gift to the business that is still sustainable today.

We said, we need people that are going to wake up in the morning and care about this. Because I had a business that with ITSM and with our IT operations management products, my reps were already blowing out their numbers. So I needed to worry about the strategic issue two to three years from now. If that market ever slowed down, if we got penetrated, What was going to be the next act?

We said, we need people that are going to wake up in the morning and care about this. Because I had a business that with ITSM and with our IT operations management products, my reps were already blowing out their numbers. So I needed to worry about the strategic issue two to three years from now. If that market ever slowed down, if we got penetrated, What was going to be the next act?

We said, we need people that are going to wake up in the morning and care about this. Because I had a business that with ITSM and with our IT operations management products, my reps were already blowing out their numbers. So I needed to worry about the strategic issue two to three years from now. If that market ever slowed down, if we got penetrated, What was going to be the next act?

And so we actually launched four products at the same time in 2015. I thought we were going to kill two of them. For me to be viable, it had to be 100 million in three years. That was sort of the goal we had for each of these things. Zero to 100 million, which would be equal to be some of the fastest growing startups in the Valley ever, right? Take a product from zero to 100 million in three years.

And so we actually launched four products at the same time in 2015. I thought we were going to kill two of them. For me to be viable, it had to be 100 million in three years. That was sort of the goal we had for each of these things. Zero to 100 million, which would be equal to be some of the fastest growing startups in the Valley ever, right? Take a product from zero to 100 million in three years.

And so we actually launched four products at the same time in 2015. I thought we were going to kill two of them. For me to be viable, it had to be 100 million in three years. That was sort of the goal we had for each of these things. Zero to 100 million, which would be equal to be some of the fastest growing startups in the Valley ever, right? Take a product from zero to 100 million in three years.

We were doing that inside of ServiceNow. We did all of them at the same time. That was really, really frigging hard.

We were doing that inside of ServiceNow. We did all of them at the same time. That was really, really frigging hard.

We were doing that inside of ServiceNow. We did all of them at the same time. That was really, really frigging hard.

In the early days, I would say byproduct was different and all of my reps cared about all the revenue. So we had a land expand, retain model. We did not believe in customer success. We can talk about that too, if you want.

In the early days, I would say byproduct was different and all of my reps cared about all the revenue. So we had a land expand, retain model. We did not believe in customer success. We can talk about that too, if you want.

In the early days, I would say byproduct was different and all of my reps cared about all the revenue. So we had a land expand, retain model. We did not believe in customer success. We can talk about that too, if you want.

and so every rep every se was responsible for the full life cycle of a customer from the first time he got them excited about the idea of something to the time where they'd upgraded many many times and bought other products that's what i wanted from the people i cannot not to ask that why not believe in uh cs we had chris degnan on from snowflake and he's like just completely denigrated cs and said that's why we don't have it and it's basically

and so every rep every se was responsible for the full life cycle of a customer from the first time he got them excited about the idea of something to the time where they'd upgraded many many times and bought other products that's what i wanted from the people i cannot not to ask that why not believe in uh cs we had chris degnan on from snowflake and he's like just completely denigrated cs and said that's why we don't have it and it's basically