Rick Caccia

Unbelievably savvy, able to manage, getting things done with keeping the good spirit and was just unbelievable in how he could make things happen and how effective it was in getting things done. And so when I walk into a sticky situation, I think about how would Prakash do this? How did I see him do it? And I try and pick that up.

The other person I worked for that really had a huge impression on me was a gentleman named Tom Riley. He was the CEO at ArcSight when I was there. I joined when it was private. We took it public in 2008. Tom was the CEO there. Later, he was the CEO at Cloudera, a big data Hadoop company. Tom was probably one of the best culture-oriented, high emotional quotient leaders I've ever seen.

The other person I worked for that really had a huge impression on me was a gentleman named Tom Riley. He was the CEO at ArcSight when I was there. I joined when it was private. We took it public in 2008. Tom was the CEO there. Later, he was the CEO at Cloudera, a big data Hadoop company. Tom was probably one of the best culture-oriented, high emotional quotient leaders I've ever seen.

The other person I worked for that really had a huge impression on me was a gentleman named Tom Riley. He was the CEO at ArcSight when I was there. I joined when it was private. We took it public in 2008. Tom was the CEO there. Later, he was the CEO at Cloudera, a big data Hadoop company. Tom was probably one of the best culture-oriented, high emotional quotient leaders I've ever seen.

The Valley is filled with high IQ guys. Tom also had super high EQ, just an amazing people-oriented leader and culture-oriented leader. And I struggle with that myself because I tend to be very focused on let's get the results. How do we get the results? I don't think enough about how the feelings of people, how that may be sort of absorbed.

The Valley is filled with high IQ guys. Tom also had super high EQ, just an amazing people-oriented leader and culture-oriented leader. And I struggle with that myself because I tend to be very focused on let's get the results. How do we get the results? I don't think enough about how the feelings of people, how that may be sort of absorbed.

The Valley is filled with high IQ guys. Tom also had super high EQ, just an amazing people-oriented leader and culture-oriented leader. And I struggle with that myself because I tend to be very focused on let's get the results. How do we get the results? I don't think enough about how the feelings of people, how that may be sort of absorbed.

When you're focused on results and less attuned to feelings and you suddenly have CEO authority, I've learned you have to be much more careful on how you communicate, but I'm working on that. And I loved working for both Tom and Prakash, and I've tried to absorb those strengths they have in being effective and building a great culture as we take witness AI from small to large company.

When you're focused on results and less attuned to feelings and you suddenly have CEO authority, I've learned you have to be much more careful on how you communicate, but I'm working on that. And I loved working for both Tom and Prakash, and I've tried to absorb those strengths they have in being effective and building a great culture as we take witness AI from small to large company.

When you're focused on results and less attuned to feelings and you suddenly have CEO authority, I've learned you have to be much more careful on how you communicate, but I'm working on that. And I loved working for both Tom and Prakash, and I've tried to absorb those strengths they have in being effective and building a great culture as we take witness AI from small to large company.

Here's the interesting thing. I would say most of the time, and I've talked to a lot of young entrepreneurs, young new CEOs, and both as an advisor or potentially an exec on their team. And I would say, given that most of them seem to be engineers or have come up through a technical background, my advice would be take sales and marketing seriously.

Here's the interesting thing. I would say most of the time, and I've talked to a lot of young entrepreneurs, young new CEOs, and both as an advisor or potentially an exec on their team. And I would say, given that most of them seem to be engineers or have come up through a technical background, my advice would be take sales and marketing seriously.

Here's the interesting thing. I would say most of the time, and I've talked to a lot of young entrepreneurs, young new CEOs, and both as an advisor or potentially an exec on their team. And I would say, given that most of them seem to be engineers or have come up through a technical background, my advice would be take sales and marketing seriously.

It's pretty rare that the build it and customers will come works. So that means at some point, if you have any success, sales and marketing will be the fuel to take that success forward. And if you don't take it seriously, it doesn't mean it's going to solve itself. It means that the founder CEO, that young entrepreneur, isn't going to understand when they're being told BS or not.

It's pretty rare that the build it and customers will come works. So that means at some point, if you have any success, sales and marketing will be the fuel to take that success forward. And if you don't take it seriously, it doesn't mean it's going to solve itself. It means that the founder CEO, that young entrepreneur, isn't going to understand when they're being told BS or not.

It's pretty rare that the build it and customers will come works. So that means at some point, if you have any success, sales and marketing will be the fuel to take that success forward. And if you don't take it seriously, it doesn't mean it's going to solve itself. It means that the founder CEO, that young entrepreneur, isn't going to understand when they're being told BS or not.

They're not going to know when their sales leader is BSing them. They're not going to know when their marketing leader is BSing them. I would say learn about it, take it seriously so you can judge it, whether it's working. And Noah, before I took this CEO role here as a founder CEO at WinSAI, I got a lot of calls from headhunters for chief marketing officer roles.

They're not going to know when their sales leader is BSing them. They're not going to know when their marketing leader is BSing them. I would say learn about it, take it seriously so you can judge it, whether it's working. And Noah, before I took this CEO role here as a founder CEO at WinSAI, I got a lot of calls from headhunters for chief marketing officer roles.

They're not going to know when their sales leader is BSing them. They're not going to know when their marketing leader is BSing them. I would say learn about it, take it seriously so you can judge it, whether it's working. And Noah, before I took this CEO role here as a founder CEO at WinSAI, I got a lot of calls from headhunters for chief marketing officer roles.

other career, my main career, primary career. And for the past two years, those calls all seem to be some version of a mid-stage couple hundred employee private company that had stalled. And every time I'd talk to the entrepreneur, founder, CEO, they needed to restart marketing. They were usually technical guys who didn't really take marketing seriously.