Mark Porter

So a huge mistake I made is when I joined Amazon, the relational database service, the operational excellence of the team was just not great. And we kept delivering feature after feature after feature. And yet our databases didn't stay up.

So a huge mistake I made is when I joined Amazon, the relational database service, the operational excellence of the team was just not great. And we kept delivering feature after feature after feature. And yet our databases didn't stay up.

so i was yelled at for the first two years i was the general manager of rds i was yelled at by customers and it hurt and my mistake was not pivoting fast enough to operational excellence to those things i told you about to security durability availability operability all those things and when i did pivot i lost almost 60 of the group over that next year because they'd been trained to come in

so i was yelled at for the first two years i was the general manager of rds i was yelled at by customers and it hurt and my mistake was not pivoting fast enough to operational excellence to those things i told you about to security durability availability operability all those things and when i did pivot i lost almost 60 of the group over that next year because they'd been trained to come in

so i was yelled at for the first two years i was the general manager of rds i was yelled at by customers and it hurt and my mistake was not pivoting fast enough to operational excellence to those things i told you about to security durability availability operability all those things and when i did pivot i lost almost 60 of the group over that next year because they'd been trained to come in

and fix operational mistakes and firefight. And none of them had ever been trained by me to hold their ground on operational excellence and security and durability. Now RDS was a great service, don't get me wrong, but we held it together with human toil, not with software. And so what I learned from that and what my team learned from that is it is never

and fix operational mistakes and firefight. And none of them had ever been trained by me to hold their ground on operational excellence and security and durability. Now RDS was a great service, don't get me wrong, but we held it together with human toil, not with software. And so what I learned from that and what my team learned from that is it is never

and fix operational mistakes and firefight. And none of them had ever been trained by me to hold their ground on operational excellence and security and durability. Now RDS was a great service, don't get me wrong, but we held it together with human toil, not with software. And so what I learned from that and what my team learned from that is it is never

too early to talk about operational excellence. It is never too early to in your very first product document to talk about scalability. Now here at MongoDB, I found a culture which actually cherishes that, I think. And so it's really delightful. So I hate betraying people and I hate being screamed at because I betrayed them.

too early to talk about operational excellence. It is never too early to in your very first product document to talk about scalability. Now here at MongoDB, I found a culture which actually cherishes that, I think. And so it's really delightful. So I hate betraying people and I hate being screamed at because I betrayed them.

too early to talk about operational excellence. It is never too early to in your very first product document to talk about scalability. Now here at MongoDB, I found a culture which actually cherishes that, I think. And so it's really delightful. So I hate betraying people and I hate being screamed at because I betrayed them.

And so now at MongoDB, I'm open and transparent with customers about what our product does and doesn't do, sometimes much to their surprise. And that makes my team trust me that as CTO, I'm not going to paint them into some imaginary corner of lying to customers about what our product does when they know full well it doesn't do that.

And so now at MongoDB, I'm open and transparent with customers about what our product does and doesn't do, sometimes much to their surprise. And that makes my team trust me that as CTO, I'm not going to paint them into some imaginary corner of lying to customers about what our product does when they know full well it doesn't do that.

And so now at MongoDB, I'm open and transparent with customers about what our product does and doesn't do, sometimes much to their surprise. And that makes my team trust me that as CTO, I'm not going to paint them into some imaginary corner of lying to customers about what our product does when they know full well it doesn't do that.

Well, this is going to sound pretty, pretty brown nosing, but I really look up to my CEO, my CFO, my CPO, and my CRO, my chief revenue officer. And in fact, to many degrees, that's why I joined MongoDB. It wasn't just the technical thing. And the whole rest of the C staff we have here is, and the E staff, the executive staff here we have is amazing.

Well, this is going to sound pretty, pretty brown nosing, but I really look up to my CEO, my CFO, my CPO, and my CRO, my chief revenue officer. And in fact, to many degrees, that's why I joined MongoDB. It wasn't just the technical thing. And the whole rest of the C staff we have here is, and the E staff, the executive staff here we have is amazing.

Well, this is going to sound pretty, pretty brown nosing, but I really look up to my CEO, my CFO, my CPO, and my CRO, my chief revenue officer. And in fact, to many degrees, that's why I joined MongoDB. It wasn't just the technical thing. And the whole rest of the C staff we have here is, and the E staff, the executive staff here we have is amazing.

But let's get into some details of why I look up to people. I look up to people when they can turn a high stakes conversation, something that is emotionally charged and risky into a low stakes conversation. And there's a book called crucial conversations, which I will highly recommend all of your listeners.

But let's get into some details of why I look up to people. I look up to people when they can turn a high stakes conversation, something that is emotionally charged and risky into a low stakes conversation. And there's a book called crucial conversations, which I will highly recommend all of your listeners.

But let's get into some details of why I look up to people. I look up to people when they can turn a high stakes conversation, something that is emotionally charged and risky into a low stakes conversation. And there's a book called crucial conversations, which I will highly recommend all of your listeners.