Rick Caccia

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.

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.

And we had to dig out from them. Some of the engineers had to put in some really long hours to work around some of these decisions that didn't work out. I think for me, I feel very comfortable with sales and marketing decisions. I've got 30 years of work there. I've got a lot of time in product management, so I'm comfortable with product management decisions, much less so on the engineering side.

And we had to dig out from them. Some of the engineers had to put in some really long hours to work around some of these decisions that didn't work out. I think for me, I feel very comfortable with sales and marketing decisions. I've got 30 years of work there. I've got a lot of time in product management, so I'm comfortable with product management decisions, much less so on the engineering side.

And we had to dig out from them. Some of the engineers had to put in some really long hours to work around some of these decisions that didn't work out. I think for me, I feel very comfortable with sales and marketing decisions. I've got 30 years of work there. I've got a lot of time in product management, so I'm comfortable with product management decisions, much less so on the engineering side.

And so I've made some mistakes there in terms of going along with something that maybe didn't sound right and then didn't work out, and I wish I'd pushed back a little harder. I think it's a hard one because you come up through one side of your career and then you feel like you need to defer to leaders in the other areas.

And so I've made some mistakes there in terms of going along with something that maybe didn't sound right and then didn't work out, and I wish I'd pushed back a little harder. I think it's a hard one because you come up through one side of your career and then you feel like you need to defer to leaders in the other areas.

And so I've made some mistakes there in terms of going along with something that maybe didn't sound right and then didn't work out, and I wish I'd pushed back a little harder. I think it's a hard one because you come up through one side of your career and then you feel like you need to defer to leaders in the other areas.

I'm not sure that's any different from a technical person who's a new CEO who might make some decisions they regret around sales or marketing. You make decisions without the experience you'd like to have in that area. I've definitely made some of those. And the result, unfortunately, is some of the engineers have had to grind it out to get around those to help us dig out.

I'm not sure that's any different from a technical person who's a new CEO who might make some decisions they regret around sales or marketing. You make decisions without the experience you'd like to have in that area. I've definitely made some of those. And the result, unfortunately, is some of the engineers have had to grind it out to get around those to help us dig out.

I'm not sure that's any different from a technical person who's a new CEO who might make some decisions they regret around sales or marketing. You make decisions without the experience you'd like to have in that area. I've definitely made some of those. And the result, unfortunately, is some of the engineers have had to grind it out to get around those to help us dig out.

Okay, well, this will be fun.

Okay, well, this will be fun.

Okay, well, this will be fun.

So the team is easy. I'm on the tech side. We need to build out those AI platform and security groups I talked about. That's really straightforward. Like we have a bunch of roles and we'll build out under the leaders there. Go to market. We have to build out and are building out a US national set of sales reps. Then we expand internationally.

So the team is easy. I'm on the tech side. We need to build out those AI platform and security groups I talked about. That's really straightforward. Like we have a bunch of roles and we'll build out under the leaders there. Go to market. We have to build out and are building out a US national set of sales reps. Then we expand internationally.

So the team is easy. I'm on the tech side. We need to build out those AI platform and security groups I talked about. That's really straightforward. Like we have a bunch of roles and we'll build out under the leaders there. Go to market. We have to build out and are building out a US national set of sales reps. Then we expand internationally.

In parallel, we're building out a partner organization to get leverage. And that's both resellers, system integrators, technology partners, domestically and internationally. All that has to be done. It's part of the future. It's not super crazy and interesting. It's just what you do as you grow.

In parallel, we're building out a partner organization to get leverage. And that's both resellers, system integrators, technology partners, domestically and internationally. All that has to be done. It's part of the future. It's not super crazy and interesting. It's just what you do as you grow.

In parallel, we're building out a partner organization to get leverage. And that's both resellers, system integrators, technology partners, domestically and internationally. All that has to be done. It's part of the future. It's not super crazy and interesting. It's just what you do as you grow.