Most of all, I discovered that in order to succeed with a product, you must truly get to know your customers and build something for them.
I believe a balanced life is essential, and I try to make sure that all of our employees know that and live that way. It’s crucial to me as a manager that I help ensure that our employees are as successful as our customers and partners.
Multi-Tenancy is a requirement for a SaaS vendor to be successful.
You have chosen the wrong path if it’s not fun. And you are probably not taking enough risk if it’s not hard and rocky sometimes.
I don’t look at business as a zero-sum game. I don’t. I’ve never seen it play out that way in our industry, and I think you innovate and you add value, deliver value back to customers, and you get value back from the world.
The CMO is expected to spend more on technology than the CIO by 2017.
The world is being re-shaped by the convergence of social, mobile, cloud, big data, community and other powerful forces. The combination of these technologies unlocks an incredible opportunity to connect everything together in a new way and is dramatically transforming the way we live and work.
Relationships with the media are really important. The media has a more important voice today than it has ever had. We don’t advertise. We only have one marketing vehicle, which is editorial, and our ability to get our message out and communicate it effectively.
One person at a time, one company at a time.
Customers want new functionality, but they don’t want the traditional complexity that has marred products in the past.
Mult-Tenancyi is really the future of our industry.
In school all I wanted to do was build technology. That’s what I loved.
Philanthropy isn’t just about big gifts; it’s about participation. It is about the grace that comes from working together.
Presentation skills are key. People who work for you represent your brand. You want them to present themselves – and represent you – in a certain way.
One idea alone is a tactic, but if it can be executed a number of different ways, it becomes a great strategy.
Realize that you won’t be able to bring the same focus to everything in the beginning. There won’t be enough people or enough hours in the day. So focus on the 20 percent that makes 80 percent of the difference.
Seize the opportunity in front of you. Imagine. Invent. Disrupt. Do good. I know that you must be passionate, unreasonable, and a little bit crazy to follow your own ideas and do things differently. But it’s worth it. Life grows relative to one’s investment in it.
It’s amazing to consider that no matter what size customer we were pitching, or where in the world we were selling, a singular idea drove all our accomplishments: we never sold features. We sold the model and we sold the customer’s success.
There is a Japanese belief that business is temporal, whereas relationships are eternal. That’s true. One day you compete. The next day you partner. One day someone is your subordinate; the next day he or she may be your superior. At its finest, business is friendly competition, just like a game of tennis. As.
It’s about how to create a culture where doing well is synonymous with doing good in order to thrive in a world where a company is only as strong as the principles it adopts.
Companies, and the people who lead them, can no longer afford to separate business objectives from the social issues surrounding them. They can no longer view their mission as a set of binary choices: growing vs. giving back, making a profit vs. promoting the public good, or innovating vs. making the world a better place.