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Their competitor bought them out in April 2000, couldn’t IPO, and was bankrupt by August. He joined StubHub as CTO, but didn’t get nearly as much equity as the other CTO — because he “wasn’t committed enough.” If your customers love your product now, hire reps.
But what they don’t have is a good enough founding team: Sometimes, if the prospective founder isn’t super technical, then the CTO/VPE isn’t really great. They’ve got a rent-a-CTO. Or sometimes they are great, but the team members are just not great enough for their new C-level roles (CEO, CTO, CMO, CSO, CBO, C?O).
In the last two years there have been so many new services around security, around machine learning that literally did not exist. Megan Leuders: So a great example of that is when we’re selling to a large financial institution and we do sell to kind of the Global 2000. At Zenoss, again, our target market is Global 2000.
What about, as someone who’s gone from your own solo GP fund in 2012 to a team, how does a founder think about a new partner? Because, on the one hand it’s exciting, and what I see a lot today is founders often bond with a new partner. If I get picked, do I want the more experienced partner, the new partner?
Over the past few years, we've seen a new role emerging at within scaling startups - the growth engineer. These roles are filled by engineers that roll up to the CMO/COO (not CTO) as part of a growth team. This is not new. So what is new? But there's an urgent need for technical resources within growth teams.
I remember when I was in business school the internet was brand new and back then the hero was Jerry Yang. Tim Handorf you can see there, joined me at BigMachines in 2000. And I thank a lot of that to actually Met Gourniak, who I hired at that time. This was in 1997, and I spent two years. And don’t use recruiters.
At SaaStr Annual we had a great session with HubSpot Founder & CTO, Dharmesh Shah, and their Chief People Officer, Katie Burke, on building happier employees. We hire remarkable people, and we give them a lot of freedom for how they’re going to get their work done. Who actually knows stuff and does things?”
So you guys are open up a new chapter down there. Casey Woo: Yeah, I, I have a thing where when I start a new CFO role, I sit down the entire team and I think one, one of the most important things for leadership is setting the mindset and the, and the tone. You are the customer service representative for our CRO, our CTO.
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