Mark Porter

And then the last two weeks on every quarter are everyone getting together and saying, wow, now that we've heard from everybody, and I'll dig into that a little bit more in a second. Now that we've heard from literally everybody, what are we going to do next quarter? Of course we have long-term roadmaps, right?

And then the last two weeks on every quarter are everyone getting together and saying, wow, now that we've heard from everybody, and I'll dig into that a little bit more in a second. Now that we've heard from literally everybody, what are we going to do next quarter? Of course we have long-term roadmaps, right?

And then the last two weeks on every quarter are everyone getting together and saying, wow, now that we've heard from everybody, and I'll dig into that a little bit more in a second. Now that we've heard from literally everybody, what are we going to do next quarter? Of course we have long-term roadmaps, right?

I mean, we're going to make the server board durable, or we're going to, you know, launch a new multi-year feature. But most of what we do, we don't delude ourselves that we know what's going to happen three quarters from now. Instead, we figure out exactly what we're going to get done next quarter. And the second thing about building our roadmap is we use this thing called LGTM.

I mean, we're going to make the server board durable, or we're going to, you know, launch a new multi-year feature. But most of what we do, we don't delude ourselves that we know what's going to happen three quarters from now. Instead, we figure out exactly what we're going to get done next quarter. And the second thing about building our roadmap is we use this thing called LGTM.

I mean, we're going to make the server board durable, or we're going to, you know, launch a new multi-year feature. But most of what we do, we don't delude ourselves that we know what's going to happen three quarters from now. Instead, we figure out exactly what we're going to get done next quarter. And the second thing about building our roadmap is we use this thing called LGTM.

And this is my humble pie moment, which is I've always been part of top-down organizations. Organizations where, you know, my boss's boss's boss makes the decision or I make the decision and the team executes. Here, I only LGTM, which means looks good to me. No one comes to me for an official approval on all but the most important things, typically around security.

And this is my humble pie moment, which is I've always been part of top-down organizations. Organizations where, you know, my boss's boss's boss makes the decision or I make the decision and the team executes. Here, I only LGTM, which means looks good to me. No one comes to me for an official approval on all but the most important things, typically around security.

And this is my humble pie moment, which is I've always been part of top-down organizations. Organizations where, you know, my boss's boss's boss makes the decision or I make the decision and the team executes. Here, I only LGTM, which means looks good to me. No one comes to me for an official approval on all but the most important things, typically around security.

Most of the time, I'm down in the trenches with the troops making the decisions as a peer. And that makes engineers so excited And so empowered that they just keep coming up with great ideas. And so our roadmap is the amalgamation of all of those ideas. And then every quarter, we lay down in the roadmap what we're going to do. And then we restart over that process again for the next quarter.

Most of the time, I'm down in the trenches with the troops making the decisions as a peer. And that makes engineers so excited And so empowered that they just keep coming up with great ideas. And so our roadmap is the amalgamation of all of those ideas. And then every quarter, we lay down in the roadmap what we're going to do. And then we restart over that process again for the next quarter.

Most of the time, I'm down in the trenches with the troops making the decisions as a peer. And that makes engineers so excited And so empowered that they just keep coming up with great ideas. And so our roadmap is the amalgamation of all of those ideas. And then every quarter, we lay down in the roadmap what we're going to do. And then we restart over that process again for the next quarter.

So the power dynamic in companies is real. When I say something, I think it's a whisper, but it's a shout. And when I say, oh, that's a bad idea, well, all of a sudden people go, that's not what we're doing. And so one of the things about our culture is it helps what I intend to be a whisper. That whisper that says, God, could you guys just look at this a little bit deeper?

So the power dynamic in companies is real. When I say something, I think it's a whisper, but it's a shout. And when I say, oh, that's a bad idea, well, all of a sudden people go, that's not what we're doing. And so one of the things about our culture is it helps what I intend to be a whisper. That whisper that says, God, could you guys just look at this a little bit deeper?

So the power dynamic in companies is real. When I say something, I think it's a whisper, but it's a shout. And when I say, oh, that's a bad idea, well, all of a sudden people go, that's not what we're doing. And so one of the things about our culture is it helps what I intend to be a whisper. That whisper that says, God, could you guys just look at this a little bit deeper?

To actually be perceived more like a whisper than a shout.

To actually be perceived more like a whisper than a shout.

To actually be perceived more like a whisper than a shout.

So of course we focus on domain expertise and can they run servers and they know how to program and do they have good logical skills and things like that. But one element that we really focus on at MongoDB is this concept of cultural fit. Now, when I told you about how we did our roadmap, that is an awful lot of people participating in a somewhat consensual process.

So of course we focus on domain expertise and can they run servers and they know how to program and do they have good logical skills and things like that. But one element that we really focus on at MongoDB is this concept of cultural fit. Now, when I told you about how we did our roadmap, that is an awful lot of people participating in a somewhat consensual process.