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Major challenges facing a new CEO [19:40]. It really lended itself to being this new category, this post signature type of contract product. And talking about folks, about contract management software, we’re like, it’s not a new category. And everyone’s working together, how to educate the market, right.
So, this started, it was a nine-year slog actually, and it started not with the CIO or the CTO, it started with the CEO and then started with a technology vision- we’re going to go to the cloud and shut down our data centers. You’re a builder, you’re an educator and you’re a citizen. Casey: Number two, educator.
If you have a very complicated product–for example you sell AWS or you sell Snowflake–those are infrastructure products. If you're generating something that's brand new, like a brand new category, nobody understands about it. You need a lot of education. Once you have that, you can begin to acquire some new users.
Things are just moving at such a dizzying pace that you have to really be able to reiterate an education through repetition is probably one of the advice that I tend to basically give to founders. And by business technology function I want to define that because sometimes there’s a overlap with the CTO from an engineering side.
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. ” “I hated Katie at that company meeting, it was awful.” Or, my favorite, I’m new, this is my first time. Can you fix that and educate them?
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