Public evidence record
Published podcast speaker
Claim ledger
10 transcript-backed records
01 / belief
“I think that can’t be underestimated, is the level of grit and kind of I call it a little bit irrationality that's required in that human capital to be successful.”
02 / evaluation
“In many cases these little technology tuck-ins, a $10 million acquisition is harder to make work than a billion-dollar acquisition because there’s not a critical mass of people and ideas to teach the rest of the company how to sell.”
03 / evaluation
“However, at the time, BladeLogic had a better product than Opsware, so that is the downside of this kind of LoudCloud. And I would say better product in the sense of usability.”
04 / prediction
“Number two, the costs of starting a company has gone to zero, so the number of targets who would be leveraging something like AWS is so much greater now. And three, I think security and privacy have evolved enough that companies are actually willing to bill.”
05 / evaluation
“not investor but first CEO who essentially exposed the myth that it’s all perfect all the time and kind of gave I think CEOs and leaders permission to talk about all of the hard things that really make or what he calls the struggle.”
06 / evaluation
“Probably their biggest advantage was they were ahead in kind of the kind of software operation they were building and they had the person a thousand percent dialed in because they had lived that pain all day every day trying to run that service offering.”
07 / prediction
“Because the other part about software which we all understand in valuation is that the only players that make any money are the #1 or #2 player in the market.”
08 / evaluation
“I think one thing we did well in that period was we took market share so we kind of really sold the heck out of Opsware in that period and gained a pretty good advantage over BladeLogic because at the time, BMC hadn’t yet announced their deal with Blade.”
09 / evaluation
“Customers loved it, the product worked. So I learned product management or how to think about product strategy taking over like an incredibly successful business and so I was given such freedom to put it in tele sales, put it in partners, innovate on the product.”
10 / recommendation
“Look, I mean, I guess if I had been there and the answer was we didn’t want to do Opsware or Blade, then I think I would have proposed that we take all the engineers, I would shut down the DCA business and I would have proposed essentially shooting for the next product and taking that engineering team and building a converged automation and monitoring product with every engineer from the team, and basically give up the land for the current iteration and wait for the next disruption and bet that we’d be on time.”