Claire Hughes Johnson: evaluation

Transcript context

…Yeah, and put it at a level that maybe they're not happy with, right? They're like, "Oh, I thought I was a lot more senior than that." Yep. Yeah, exactly. It's not easy. It's a form of change challenging. And I would not say we did it perfectly, but I'm glad we did it. I think that example was definitely one of them. Another was like we were really... We wanted to roll out 24/7 support in multiple channels, email, phone, chat in multiple languages and getting from where we were to where we wanted to be as quickly as possible. Not many companies have done at the scale, because Stripe has millions of customers. We're B2B, but we're B2B at a very high scale, which actually Google was as well. And so that was beneficial to me coming into the Stripe environment because I'd done parts of that for Google. And again, that's an example of something I thought I knew how to do, sort of, but we certainly didn't do it perfectly, and it's certainly different when you're talking about payments. That's people's money. That is a business'... If they don't know how to contact you and they have a problem, that is a huge issue. And so I did seek out a lot of advice. And I would say... Did anything change dramatically what we did? I think if anything, the advice pushed me to go faster on some of my intuitions about, for example, using vendors and outsourcing parts of the model. And I realized we're not going to scale all this internally, especially not at the speed that we're going, but it's hard to start to use outside sort of contractors if you haven't filled figured out all your tools and processes. So that balance was sort of freaking me out, but you just got to push through it. There's a couple directions I want to go, but I'll go in an unexpected direction. At Stripe, you're kind of infamous for your titles. When I created this career ladder document.…

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