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All the way back in 2002, Jeff Bezos issued a 6-point mandate to engineers at Amazon. If you make the customer the center and beginning of every product initiative, no matter how big or small, you hardwire it into a central part of your companyculture. Force customer-centricity into the code.
Well in 2002, I know it was a long time ago. But in 2002 there were only two types of startups in existence. There was no other type of startup in 2002 when the internet bubble burst. When you’re building your companyculture, in my opinion? So these decisions can have a big impact. Talk about the vision.
This can be a really, really exciting time in a company’s history, but also one where companies tend to go and make mistakes. The first thing as you’re scaling globally is instill your companyculture globally. I’ve worked with him since 2002, back in our Rackspace days. It’s pretty basic.
Felix : I think now looking back, I think the big proxy there is we sell typically into the chief data officers, I think the first chief data officer that was ever hired was at capital one in 2002 and 2008 we started Collibra in 2010 so two years after we started Collibra world, there were 15 chief data offices, one five and in 2014 there were 400.
I think in 2002 we only signed up two customers and this was after the dot-com bubble burst, 9/11 happened. And I think we did decide to persevere, and it was because we really believed in the plan, and some of our … We had very few early customers. We didn’t know how to sell our product.
I lucked into SaaS all the way back in 2002 when it was called ASP. Tell me, how did you make your way into what we both know to be the wonderful world of SaaS and come to found Zylo? What was that a-ha moment? Eric Christopher: Great questions.
Founding Procore In 2002, Couremanche founded Procore in Carpinteria, California. The initial years were challenging – he bootstrapped the company and worked to convince an industry traditionally resistant to technological change to adopt cloud-based solutions. He emphasized transparency and maintained an open-door policy.
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