Thomas Hansen

We have 3,500, nearly 3,500 enterprise customers globally. And one of the things that many of them were asking for was RBAC or role-based access control. So making that trade-off and realizing we had to do that a little bit later to prioritize session replay earlier, that was a tough decision. The good thing is, as we sit here today now, we have it all done. So I feel good about that.

We have 3,500, nearly 3,500 enterprise customers globally. And one of the things that many of them were asking for was RBAC or role-based access control. So making that trade-off and realizing we had to do that a little bit later to prioritize session replay earlier, that was a tough decision. The good thing is, as we sit here today now, we have it all done. So I feel good about that.

But at the time, it didn't feel good to push RBAC back. But those are the tough choices you have to make, right?

But at the time, it didn't feel good to push RBAC back. But those are the tough choices you have to make, right?

But at the time, it didn't feel good to push RBAC back. But those are the tough choices you have to make, right?

One of the strengths, and this comes straight from our three co-founders, is the voice of the customer and the attitude has an overweighted input onto our roadmap. We want to make sure that what we do is what the customers really, truly want and need. So we spend a lot of time making sure we do interlocks between our product management and our go to market or sales organization.

One of the strengths, and this comes straight from our three co-founders, is the voice of the customer and the attitude has an overweighted input onto our roadmap. We want to make sure that what we do is what the customers really, truly want and need. So we spend a lot of time making sure we do interlocks between our product management and our go to market or sales organization.

One of the strengths, and this comes straight from our three co-founders, is the voice of the customer and the attitude has an overweighted input onto our roadmap. We want to make sure that what we do is what the customers really, truly want and need. So we spend a lot of time making sure we do interlocks between our product management and our go to market or sales organization.

And that has a number of aspects. You have the input from the sellers, you have the input from the sales engineering folks. And we do that interlock to ensure that we get all the core opportunities into what can be done further on the product recorded and then have intelligent discussions around how to prioritize it.

And that has a number of aspects. You have the input from the sellers, you have the input from the sales engineering folks. And we do that interlock to ensure that we get all the core opportunities into what can be done further on the product recorded and then have intelligent discussions around how to prioritize it.

And that has a number of aspects. You have the input from the sellers, you have the input from the sales engineering folks. And we do that interlock to ensure that we get all the core opportunities into what can be done further on the product recorded and then have intelligent discussions around how to prioritize it.

That's a key process that really has worked well for us to make sure that the voice of the customer really gets heard.

That's a key process that really has worked well for us to make sure that the voice of the customer really gets heard.

That's a key process that really has worked well for us to make sure that the voice of the customer really gets heard.

When you think about building a team, you gotta think about where you are at yourself in your career and the people working for you, where they are in your career. I'm very fortunate to be at the spot where I'm at in my career, and I have a group of C-level folks that are working together with me. So given their seniority, I really believe in empowerment,

When you think about building a team, you gotta think about where you are at yourself in your career and the people working for you, where they are in your career. I'm very fortunate to be at the spot where I'm at in my career, and I have a group of C-level folks that are working together with me. So given their seniority, I really believe in empowerment,

When you think about building a team, you gotta think about where you are at yourself in your career and the people working for you, where they are in your career. I'm very fortunate to be at the spot where I'm at in my career, and I have a group of C-level folks that are working together with me. So given their seniority, I really believe in empowerment,

but of course also in holding people accountable. And I'm not going to do someone's job for them. I'm going to set expectations and then let my folks, my colleagues lose to make amazing things happen. And I think in that regard, trust has to be the foundation of everything. It has to be implicit from

but of course also in holding people accountable. And I'm not going to do someone's job for them. I'm going to set expectations and then let my folks, my colleagues lose to make amazing things happen. And I think in that regard, trust has to be the foundation of everything. It has to be implicit from

but of course also in holding people accountable. And I'm not going to do someone's job for them. I'm going to set expectations and then let my folks, my colleagues lose to make amazing things happen. And I think in that regard, trust has to be the foundation of everything. It has to be implicit from