Mark Porter

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.

And I said how everyone needs to have a voice. So when we interview people, we look for people whose voices are too quiet, who aren't going to speak up, or we look for people whose voices are going to be too loud and they're going to talk over people. And we're really pretty allergic to that. What we want is people who value working together and coming up with great ideas, consensually.

And I said how everyone needs to have a voice. So when we interview people, we look for people whose voices are too quiet, who aren't going to speak up, or we look for people whose voices are going to be too loud and they're going to talk over people. And we're really pretty allergic to that. What we want is people who value working together and coming up with great ideas, consensually.

And I said how everyone needs to have a voice. So when we interview people, we look for people whose voices are too quiet, who aren't going to speak up, or we look for people whose voices are going to be too loud and they're going to talk over people. And we're really pretty allergic to that. What we want is people who value working together and coming up with great ideas, consensually.

So I, you know, I talked a little bit about LGTM. That's, that's a kind of consensus. And so when I first came here, I was like, God, there's a lot of consensus here. And as I've been here longer, I've learned to delight in this concept, which I haven't patented or trademarked, but I probably should, which is called consensus that moves fast. So a lot of people associate fast moving with control.

So I, you know, I talked a little bit about LGTM. That's, that's a kind of consensus. And so when I first came here, I was like, God, there's a lot of consensus here. And as I've been here longer, I've learned to delight in this concept, which I haven't patented or trademarked, but I probably should, which is called consensus that moves fast. So a lot of people associate fast moving with control.

So I, you know, I talked a little bit about LGTM. That's, that's a kind of consensus. And so when I first came here, I was like, God, there's a lot of consensus here. And as I've been here longer, I've learned to delight in this concept, which I haven't patented or trademarked, but I probably should, which is called consensus that moves fast. So a lot of people associate fast moving with control.

And a lot of people associate consensus with moving slow. We work very hard to have consensus that moves fast. So when we build the team, we ask questions about how do you make decisions? How do you work with others? How do you do things like that, where you work? The other thing we do is we, we relentlessly communicate to people.

And a lot of people associate consensus with moving slow. We work very hard to have consensus that moves fast. So when we build the team, we ask questions about how do you make decisions? How do you work with others? How do you do things like that, where you work? The other thing we do is we, we relentlessly communicate to people.

And a lot of people associate consensus with moving slow. We work very hard to have consensus that moves fast. So when we build the team, we ask questions about how do you make decisions? How do you work with others? How do you do things like that, where you work? The other thing we do is we, we relentlessly communicate to people.

And so during the interview, we communicate all of our values, we communicate everything that's going on at the company and we watch how they react because we know that if in an interview, they don't react favorably to our cultural tenants or how we behave with each other, they're sure not going to act that way when they get to the company. So,

And so during the interview, we communicate all of our values, we communicate everything that's going on at the company and we watch how they react because we know that if in an interview, they don't react favorably to our cultural tenants or how we behave with each other, they're sure not going to act that way when they get to the company. So,

And so during the interview, we communicate all of our values, we communicate everything that's going on at the company and we watch how they react because we know that if in an interview, they don't react favorably to our cultural tenants or how we behave with each other, they're sure not going to act that way when they get to the company. So,

The final thing we do is we focus on customer obsession. We look for signs that this person is going to have this North star of just wanting to make our customers happier every day and not, they're going to want to get richer or they're going to want to do the next coolest, deeply technical thing, or they're going to want to have a big team.

The final thing we do is we focus on customer obsession. We look for signs that this person is going to have this North star of just wanting to make our customers happier every day and not, they're going to want to get richer or they're going to want to do the next coolest, deeply technical thing, or they're going to want to have a big team.

The final thing we do is we focus on customer obsession. We look for signs that this person is going to have this North star of just wanting to make our customers happier every day and not, they're going to want to get richer or they're going to want to do the next coolest, deeply technical thing, or they're going to want to have a big team.

We really, really focus on listening carefully during the interviews for customer obsession.

We really, really focus on listening carefully during the interviews for customer obsession.

We really, really focus on listening carefully during the interviews for customer obsession.

I do like the book Speed of Trust a lot. I'm glad you mentioned it. Yeah, it's it's interesting. And of course, we're still working through it. Like while I've been at the company, we started COVID with like fifteen hundred employees and now we're over four thousand, I believe. And so obviously, as we scale and it's going to be really interesting to keep rolling these things out.