Frank Slootman

This goes into the quality of the board that you're bringing on and the kind of people. It also goes into, as a management team, you need to set the tone and set the agenda for what's important to you. So, for example, when I led the review of any portion of ServiceNow or Data Domain, I started with the three things that were working that were really green and the three things that were red.

This goes into the quality of the board that you're bringing on and the kind of people. It also goes into, as a management team, you need to set the tone and set the agenda for what's important to you. So, for example, when I led the review of any portion of ServiceNow or Data Domain, I started with the three things that were working that were really green and the three things that were red.

This goes into the quality of the board that you're bringing on and the kind of people. It also goes into, as a management team, you need to set the tone and set the agenda for what's important to you. So, for example, when I led the review of any portion of ServiceNow or Data Domain, I started with the three things that were working that were really green and the three things that were red.

If somebody wanted to help me on something in the red, be my guest. But if you wanted to bring another thing on my list, it wasn't welcome because I already know my business. And so having the confidence as an operator to say to the board, this is what's going on in my business. Here's what I'm working on.

If somebody wanted to help me on something in the red, be my guest. But if you wanted to bring another thing on my list, it wasn't welcome because I already know my business. And so having the confidence as an operator to say to the board, this is what's going on in my business. Here's what I'm working on.

If somebody wanted to help me on something in the red, be my guest. But if you wanted to bring another thing on my list, it wasn't welcome because I already know my business. And so having the confidence as an operator to say to the board, this is what's going on in my business. Here's what I'm working on.

And I think it is really important to control what you want to have a conversation about. Set the agenda. Spend time before the meeting talking to people what you want to have a conversation. Don't surprise people. Give them time to do the pre-read. If any board member is coming in without doing the pre-read, that's shame on them. You actually don't need them. They've got to do the work too.

And I think it is really important to control what you want to have a conversation about. Set the agenda. Spend time before the meeting talking to people what you want to have a conversation. Don't surprise people. Give them time to do the pre-read. If any board member is coming in without doing the pre-read, that's shame on them. You actually don't need them. They've got to do the work too.

And I think it is really important to control what you want to have a conversation about. Set the agenda. Spend time before the meeting talking to people what you want to have a conversation. Don't surprise people. Give them time to do the pre-read. If any board member is coming in without doing the pre-read, that's shame on them. You actually don't need them. They've got to do the work too.

Yeah. Sometimes it's. needs to be at the board meeting, sometimes it doesn't. I do think it's up to the management team to drive the clarity of thinking and avoid 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? And I would just call that out.

Yeah. Sometimes it's. needs to be at the board meeting, sometimes it doesn't. I do think it's up to the management team to drive the clarity of thinking and avoid 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? And I would just call that out.

Yeah. Sometimes it's. needs to be at the board meeting, sometimes it doesn't. I do think it's up to the management team to drive the clarity of thinking and avoid 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? And I would just call that out.

There are now enough people in the venture and growth investing world where people have had hands on experience that you should drive from and some people don't have it. And so it's that kind of a nice mix that you want to look for.

There are now enough people in the venture and growth investing world where people have had hands on experience that you should drive from and some people don't have it. And so it's that kind of a nice mix that you want to look for.

There are now enough people in the venture and growth investing world where people have had hands on experience that you should drive from and some people don't have it. And so it's that kind of a nice mix that you want to look for.

Well, so Doug Leone was on my board at ServiceNow. He's on two boards I sit on now. He's phenomenal. Love working with him. What makes him so good? He's got wisdom. He's practical. He also knows just about everybody and can get people together on topics very quickly. And he doesn't tell people what to do. He gives them ways of thinking about it, which is what I try to do as well.

Well, so Doug Leone was on my board at ServiceNow. He's on two boards I sit on now. He's phenomenal. Love working with him. What makes him so good? He's got wisdom. He's practical. He also knows just about everybody and can get people together on topics very quickly. And he doesn't tell people what to do. He gives them ways of thinking about it, which is what I try to do as well.

Well, so Doug Leone was on my board at ServiceNow. He's on two boards I sit on now. He's phenomenal. Love working with him. What makes him so good? He's got wisdom. He's practical. He also knows just about everybody and can get people together on topics very quickly. And he doesn't tell people what to do. He gives them ways of thinking about it, which is what I try to do as well.

He's also patient but demanding. which is kind of a little bit like me too. Like you can be demanding, but you have to be patient, understand the cycles. And he's incredibly responsive. If I make a phone call when I was at ServiceNow to Doug, and it was very rare, usually he was calling me for advice. So he was responsive to me at wherever he was in the world within seemingly like 15 minutes.

He's also patient but demanding. which is kind of a little bit like me too. Like you can be demanding, but you have to be patient, understand the cycles. And he's incredibly responsive. If I make a phone call when I was at ServiceNow to Doug, and it was very rare, usually he was calling me for advice. So he was responsive to me at wherever he was in the world within seemingly like 15 minutes.