Frank Slootman

One of my first and most important questions when meeting someone is I ask people, tell me something that you're proud of that you had to work really hard for. I'm looking for where they had to dig down and make something important happen. You tend to find a pattern with people. If they've had to overcome something, and I also say we're all survivors of something, just pick your something.

And what I want to know is what did they have to get through to get where they are now? What makes them tick?

And what I want to know is what did they have to get through to get where they are now? What makes them tick?

And what I want to know is what did they have to get through to get where they are now? What makes them tick?

I think people know the truth. And so you're almost better off addressing any issue, strength and weakness head on. There are also lots of ideas inside of a company. And what I tried to do is almost reverse the pyramid of how organizations would think about, you know, some people say everything's top down. I don't agree with that.

I think people know the truth. And so you're almost better off addressing any issue, strength and weakness head on. There are also lots of ideas inside of a company. And what I tried to do is almost reverse the pyramid of how organizations would think about, you know, some people say everything's top down. I don't agree with that.

I think people know the truth. And so you're almost better off addressing any issue, strength and weakness head on. There are also lots of ideas inside of a company. And what I tried to do is almost reverse the pyramid of how organizations would think about, you know, some people say everything's top down. I don't agree with that.

I think we have a strategy or we have a vision of what we should go do. But then I look for the people closest to the customer, closest to the problem, closest to the technology to say, how would we solve it? And if you can empower those people down below, they're going to bring their best self to work on a regular. And you're going to get a lot more ideas trying to solve the tough problem.

I think we have a strategy or we have a vision of what we should go do. But then I look for the people closest to the customer, closest to the problem, closest to the technology to say, how would we solve it? And if you can empower those people down below, they're going to bring their best self to work on a regular. And you're going to get a lot more ideas trying to solve the tough problem.

I think we have a strategy or we have a vision of what we should go do. But then I look for the people closest to the customer, closest to the problem, closest to the technology to say, how would we solve it? And if you can empower those people down below, they're going to bring their best self to work on a regular. And you're going to get a lot more ideas trying to solve the tough problem.

I could think of a couple of specific situations where we were dealing with a customer opportunity that's at ServiceNow. And one of my sales engineers said, I'm working on something where it is ticketing, very similar to what we did for IT service management, but they want to use us for HR. And we don't really have that product.

I could think of a couple of specific situations where we were dealing with a customer opportunity that's at ServiceNow. And one of my sales engineers said, I'm working on something where it is ticketing, very similar to what we did for IT service management, but they want to use us for HR. And we don't really have that product.

I could think of a couple of specific situations where we were dealing with a customer opportunity that's at ServiceNow. And one of my sales engineers said, I'm working on something where it is ticketing, very similar to what we did for IT service management, but they want to use us for HR. And we don't really have that product.

I said, well, let's work with them because this may be a really interesting use case. We basically put this SE in charge of listening to the customer and demoing back what he'd heard, not through engineering yet. This was just a proof of value kind of experience.

I said, well, let's work with them because this may be a really interesting use case. We basically put this SE in charge of listening to the customer and demoing back what he'd heard, not through engineering yet. This was just a proof of value kind of experience.

I said, well, let's work with them because this may be a really interesting use case. We basically put this SE in charge of listening to the customer and demoing back what he'd heard, not through engineering yet. This was just a proof of value kind of experience.

And this gentleman, Eric Hemmer, still remember his name, was so important in the gestation and building of the understanding of what the idea was. We then took that to like three or four other customers and we showed it to our engineering team. All those customers got really excited about it.

And this gentleman, Eric Hemmer, still remember his name, was so important in the gestation and building of the understanding of what the idea was. We then took that to like three or four other customers and we showed it to our engineering team. All those customers got really excited about it.

And this gentleman, Eric Hemmer, still remember his name, was so important in the gestation and building of the understanding of what the idea was. We then took that to like three or four other customers and we showed it to our engineering team. All those customers got really excited about it.

We brought it back to engineering and said, we'd like us to build something on the platform, which already does 99% of this. We just need to relabel some things. And That's probably a billion dollar product now, inside of ServiceNow, because we just listen to customers. And that was Eric, who was close to that problem, who listened and said, I've got an idea, can I go forward?