Chris Miller: uncertainty

Transcript context

…Yeah. V2 Jules. So, let's shift to HubSpot the business, which is a pretty incredible success story. From what my notes, it's worth something like $30 billion now as a business. It's been around for 17 years. Still growing, I think, something like 30% year over year. And most interestingly, Okta put out this really interesting report recently where they looked at their data of what tools people are using to authenticate with, and they showed that basically HubSpot is maybe the fifth fastest-growing software product in the world. I don't know if it's true, but feels true because all the other companies make sense there. So, you don't have to confirm or deny this, but clearly things are going great at HubSpot. I'm curious just what makes HubSpot so special and unique and successful that's specifically unique to HubSpot versus other companies? There's a lot in there. I can speak to the things that have resonated most deeply with me in my time there. The first is legitimate customer obsession. It's not marketing, it's legitimate, right? I've witnessed fierce and passionate debates internally that the root of what the people in the debate were really trying to unpack was what was the best thing for the customer. And so, really having that be central to our dogma and how we think about the business and why the company exists in the first place, really walking the walk there is something that I don't know that that's true everywhere. I mean, I've certainly worked at places where that hasn't been true, and there's a lot of factors that can lead to those trade-off decisions at times. Like is this the right thing for the business, the right thing for the customer? Being really challenging. I think just sort of having that customer centricity really baked into the DNA of the company makes those decisions, maybe not easier, but at least you can have more conviction around the why behind the decision at the end of the day. Another thing that I think makes HubSpot- Before you actually move on to the next one, I want to spend a little time on this one because I think people hear this and they're like, "Yes, okay, we're going to be customer obsessed." And then, you have to make these hard decisions. Look at this experiment, it's going to grow our revenue 1%, but it's not really going to make the customer's life easier. How do you actually make this real? And there may be an example where you have to trade off growth versus we need to make sure the customer is getting what they need or making the customer happy to make it a little more real even.…

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