Frank Slootman

If it means flying across the world to go have that conversation, better do it that way than having an email. When Sluterman's pissed, is everyone scared? It's not a pretty thing. When I'm pissed, everybody's scared. I mean, we, I mean.

Yeah, I'm a teddy bear until I'm not. And then I'm like a grizzly bear. So, and that confuses people because I really do care deeply. But there are things that are unacceptable to me. And, you know, now in hindsight, I totally understood where Frank was coming from. And I respected him so much for coming to me right away. He fixed my behavior.

Yeah, I'm a teddy bear until I'm not. And then I'm like a grizzly bear. So, and that confuses people because I really do care deeply. But there are things that are unacceptable to me. And, you know, now in hindsight, I totally understood where Frank was coming from. And I respected him so much for coming to me right away. He fixed my behavior.

Yeah, I'm a teddy bear until I'm not. And then I'm like a grizzly bear. So, and that confuses people because I really do care deeply. But there are things that are unacceptable to me. And, you know, now in hindsight, I totally understood where Frank was coming from. And I respected him so much for coming to me right away. He fixed my behavior.

He may not even remember that conversation, but it's one of the most cementing moments of my life around how to build great culture in a company and how to destroy culture in a company. That was a massive learning opportunity for me. I'll never forget it.

He may not even remember that conversation, but it's one of the most cementing moments of my life around how to build great culture in a company and how to destroy culture in a company. That was a massive learning opportunity for me. I'll never forget it.

He may not even remember that conversation, but it's one of the most cementing moments of my life around how to build great culture in a company and how to destroy culture in a company. That was a massive learning opportunity for me. I'll never forget it.

So I worked with Bill at the end of my ServiceNow career. He joined in a kind of weird situation. We had John Donahoe, who's a great human being, great CEO as well. He's now the CEO of Nike. John was on the board at Nike, got the offer of the lifetime to go be the CEO of Nike. It was something he'd always been interested in doing. And so he took it.

So I worked with Bill at the end of my ServiceNow career. He joined in a kind of weird situation. We had John Donahoe, who's a great human being, great CEO as well. He's now the CEO of Nike. John was on the board at Nike, got the offer of the lifetime to go be the CEO of Nike. It was something he'd always been interested in doing. And so he took it.

So I worked with Bill at the end of my ServiceNow career. He joined in a kind of weird situation. We had John Donahoe, who's a great human being, great CEO as well. He's now the CEO of Nike. John was on the board at Nike, got the offer of the lifetime to go be the CEO of Nike. It was something he'd always been interested in doing. And so he took it.

Bill gets parachuted in on our third CEO transition in the 10 years that I was there. And what really is apparent to me is Bill understands enterprise SaaS. He understands sales as well as anybody. I'm really good at selling. Bill may be even better, which is hard for me to admit.

Bill gets parachuted in on our third CEO transition in the 10 years that I was there. And what really is apparent to me is Bill understands enterprise SaaS. He understands sales as well as anybody. I'm really good at selling. Bill may be even better, which is hard for me to admit.

Bill gets parachuted in on our third CEO transition in the 10 years that I was there. And what really is apparent to me is Bill understands enterprise SaaS. He understands sales as well as anybody. I'm really good at selling. Bill may be even better, which is hard for me to admit.

creating stories about understanding customers, listening, meeting them where they are, trying to solve the business problem, then Bill is just really smooth. Like I can sometimes fumble over a word here and there. I've never seen Bill fumble over any word. He just has a certain way about him. And then his relationships with executives is second to none. He spent, I think, 10 years at SAP.

creating stories about understanding customers, listening, meeting them where they are, trying to solve the business problem, then Bill is just really smooth. Like I can sometimes fumble over a word here and there. I've never seen Bill fumble over any word. He just has a certain way about him. And then his relationships with executives is second to none. He spent, I think, 10 years at SAP.

creating stories about understanding customers, listening, meeting them where they are, trying to solve the business problem, then Bill is just really smooth. Like I can sometimes fumble over a word here and there. I've never seen Bill fumble over any word. He just has a certain way about him. And then his relationships with executives is second to none. He spent, I think, 10 years at SAP.

He knows every large CEO, large company CEO, CIO, world leader on speed dial. He's just super connected. So as a CEO in a company the size of ServiceNow, at times we need help getting to a board level discussion because the funding decisions are so big. We're talking $10, $25, $50.

He knows every large CEO, large company CEO, CIO, world leader on speed dial. He's just super connected. So as a CEO in a company the size of ServiceNow, at times we need help getting to a board level discussion because the funding decisions are so big. We're talking $10, $25, $50.

He knows every large CEO, large company CEO, CIO, world leader on speed dial. He's just super connected. So as a CEO in a company the size of ServiceNow, at times we need help getting to a board level discussion because the funding decisions are so big. We're talking $10, $25, $50.

million dollars a year sometimes for these transformational efforts that's a big lift for any company final one what question are you not asked often or ever that you should be asked more that's a great question part of my superpower and it's part of what drives me i fear failure even though i don't know what it looks like meaning i'm afraid of not doing my best work and somehow dropping the ball or disappointing someone or something in the process