Rick Caccia

We put a lot of effort early into go-to-market, how we structure sales, how we're going to do pricing, all the underlying marketing operations. Because what tends to happen a lot of times with these enterprise startups is you get a bunch of early traction, you bring on a bunch of sales reps, and then the thing hits a wall somewhere around $10 or $15 million of sales and about 150 employees.

We wanted to make sure it didn't happen here. We built the pipeline of sales reps, sales engineers, marketing demand generation. We've got the marketing systems built out early. And the notion being that the engineering side probably won't hit that scale wall for a long time, but you tend to hit that scale wall in go-to-market. Let's prepare for that early.

We wanted to make sure it didn't happen here. We built the pipeline of sales reps, sales engineers, marketing demand generation. We've got the marketing systems built out early. And the notion being that the engineering side probably won't hit that scale wall for a long time, but you tend to hit that scale wall in go-to-market. Let's prepare for that early.

We wanted to make sure it didn't happen here. We built the pipeline of sales reps, sales engineers, marketing demand generation. We've got the marketing systems built out early. And the notion being that the engineering side probably won't hit that scale wall for a long time, but you tend to hit that scale wall in go-to-market. Let's prepare for that early.

All of the sales and marketing folks are people I've worked with before. Everyone's been through. Companies exploded, took off, and then hit a wall. So we've talked a lot about how do we put things in not to hit that here, and we think we've done a good job of it.

All of the sales and marketing folks are people I've worked with before. Everyone's been through. Companies exploded, took off, and then hit a wall. So we've talked a lot about how do we put things in not to hit that here, and we think we've done a good job of it.

All of the sales and marketing folks are people I've worked with before. Everyone's been through. Companies exploded, took off, and then hit a wall. So we've talked a lot about how do we put things in not to hit that here, and we think we've done a good job of it.

If I'm being honest, it's still early enough that I'm mostly more paranoid than proud. I would say with startups, results matter. I think this is the thing that sometimes doesn't come along when you read all these stories about startups that did well. People want their work to matter. And the measure of that, like it or not, is company value.

If I'm being honest, it's still early enough that I'm mostly more paranoid than proud. I would say with startups, results matter. I think this is the thing that sometimes doesn't come along when you read all these stories about startups that did well. People want their work to matter. And the measure of that, like it or not, is company value.

If I'm being honest, it's still early enough that I'm mostly more paranoid than proud. I would say with startups, results matter. I think this is the thing that sometimes doesn't come along when you read all these stories about startups that did well. People want their work to matter. And the measure of that, like it or not, is company value.

So you don't really want to come along and grind away for one, two, three, four, five years and then have the company go nowhere. We have a message that works like 95% of the time we talk to a new prospect. It didn't respond positively. We have a team that works really hard, gets a lot done. The valuation was high on the round. The pipeline is much larger than I expected it to be.

So you don't really want to come along and grind away for one, two, three, four, five years and then have the company go nowhere. We have a message that works like 95% of the time we talk to a new prospect. It didn't respond positively. We have a team that works really hard, gets a lot done. The valuation was high on the round. The pipeline is much larger than I expected it to be.

So you don't really want to come along and grind away for one, two, three, four, five years and then have the company go nowhere. We have a message that works like 95% of the time we talk to a new prospect. It didn't respond positively. We have a team that works really hard, gets a lot done. The valuation was high on the round. The pipeline is much larger than I expected it to be.

So I feel like from a results standpoint, I could stand up in front of the company and say, the stuff you're doing, you know it matters, you care about it, but we're delivering the things that show that there's value in the company. And that's a good way to tell in the early days with a startup, does it matter or not?

So I feel like from a results standpoint, I could stand up in front of the company and say, the stuff you're doing, you know it matters, you care about it, but we're delivering the things that show that there's value in the company. And that's a good way to tell in the early days with a startup, does it matter or not?

So I feel like from a results standpoint, I could stand up in front of the company and say, the stuff you're doing, you know it matters, you care about it, but we're delivering the things that show that there's value in the company. And that's a good way to tell in the early days with a startup, does it matter or not?

If you're going to join a 20, 30, 40-year-old, $100 billion company, it's harder to see that in your day-to-day job. With a startup, you can see it month to month and quarter to quarter as you see the revenue grow and you see the customer side grow in a way that you notice. And I think that's something that I'm being paranoid about, but I'm proud of how it's gone so far.

If you're going to join a 20, 30, 40-year-old, $100 billion company, it's harder to see that in your day-to-day job. With a startup, you can see it month to month and quarter to quarter as you see the revenue grow and you see the customer side grow in a way that you notice. And I think that's something that I'm being paranoid about, but I'm proud of how it's gone so far.

If you're going to join a 20, 30, 40-year-old, $100 billion company, it's harder to see that in your day-to-day job. With a startup, you can see it month to month and quarter to quarter as you see the revenue grow and you see the customer side grow in a way that you notice. And I think that's something that I'm being paranoid about, but I'm proud of how it's gone so far.

For me, the biggest challenge as a new CEO, this is my first CEO role, is now I have engineering under me. And there have been a couple of times where I did not trust my gut. I went along with either a hiring or a technology decision that maybe seemed to have a little bit of hair on it. And the results down the road caused more friction for the team than those guys deserved.