Frank Slootman

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.

I would say Mike Volpe, who's now, I think, in the process of retiring from active doing new boards. He brings an operator mentality with him.

I would say Mike Volpe, who's now, I think, in the process of retiring from active doing new boards. He brings an operator mentality with him.

I would say Mike Volpe, who's now, I think, in the process of retiring from active doing new boards. He brings an operator mentality with him.

The other guy that was on one of my boards, Anil Bushri, who no longer does this as a living because he started Workday, but he was on my data domain board and he was awesome because of all the people he convinced the engineering and product team before they started putting hands on keyboard to go spend 100 conversations with customers to know their problems.

The other guy that was on one of my boards, Anil Bushri, who no longer does this as a living because he started Workday, but he was on my data domain board and he was awesome because of all the people he convinced the engineering and product team before they started putting hands on keyboard to go spend 100 conversations with customers to know their problems.

The other guy that was on one of my boards, Anil Bushri, who no longer does this as a living because he started Workday, but he was on my data domain board and he was awesome because of all the people he convinced the engineering and product team before they started putting hands on keyboard to go spend 100 conversations with customers to know their problems.

And I think so many founders get it wrong. They rush to start building a product without knowing the customer and knowing what you're building for. That kind of advice is so practical still to this day. And I think that's a lesson I learned from Anil.

And I think so many founders get it wrong. They rush to start building a product without knowing the customer and knowing what you're building for. That kind of advice is so practical still to this day. And I think that's a lesson I learned from Anil.

And I think so many founders get it wrong. They rush to start building a product without knowing the customer and knowing what you're building for. That kind of advice is so practical still to this day. And I think that's a lesson I learned from Anil.

Everyone has a superpower. And I think everyone's job is to find their spike and try to leverage it on behalf of the companies and people that they're dealing with on a regular basis. For you, it's probably a bit of the networking that you have and your perspective on the world. Your PR capability from what you do here at 20VC is pretty amazing.

Everyone has a superpower. And I think everyone's job is to find their spike and try to leverage it on behalf of the companies and people that they're dealing with on a regular basis. For you, it's probably a bit of the networking that you have and your perspective on the world. Your PR capability from what you do here at 20VC is pretty amazing.

Everyone has a superpower. And I think everyone's job is to find their spike and try to leverage it on behalf of the companies and people that they're dealing with on a regular basis. For you, it's probably a bit of the networking that you have and your perspective on the world. Your PR capability from what you do here at 20VC is pretty amazing.

And I think, again, pattern matching for people because you're seeing so many different situations.

And I think, again, pattern matching for people because you're seeing so many different situations.

And I think, again, pattern matching for people because you're seeing so many different situations.

I don't compare the Frank Slutman that exists today after three IPOs to the founders that I'm working with at a series B or A. That's not a fair compare. I can compare because I worked with Frank at Data Domain when it was his first CEO job and how he was and what he was doing to drive urgency.

I don't compare the Frank Slutman that exists today after three IPOs to the founders that I'm working with at a series B or A. That's not a fair compare. I can compare because I worked with Frank at Data Domain when it was his first CEO job and how he was and what he was doing to drive urgency.

I don't compare the Frank Slutman that exists today after three IPOs to the founders that I'm working with at a series B or A. That's not a fair compare. I can compare because I worked with Frank at Data Domain when it was his first CEO job and how he was and what he was doing to drive urgency.

The reason I picked Kotu out of all the firms I was looking at was they themselves are innovative. They themselves are entrepreneurial. They themselves are trying to build the best company in the world in the categories that they serve. They're not afraid to try something. And Thomas had great vision. He said, the color of money isn't going to change.