What Nick Schneider saw coming

What used to give a phishing email away was the writing. Bad grammar. Graphics that were slightly off. Some small wrongness in the phrasing that made a person stop before clicking. When Nick Schneider sat down with CEO.com in August 2023, he said that tell was already gone.

"Now they can write a really compelling email with perfect grammar and really tight-looking graphics," the Arctic Wolf chief executive said on the CEO.com Podcast, "and it's getting harder and harder to decipher between what is a phish and what is a real email." Trusting the sender had always been half the battle. Artificial intelligence, he said, was taking that half away.

He was two years into the job and described the market as being in early innings. Three years later, the company he runs has been rebuilt around the thing he was describing.

Schneider came to technology sideways. He ran track and cross country in college and studied public policy and economics at Duke, expecting to go into law or government. He ended up in enterprise sales instead, first at Compellent Technologies, then running North American sales at Code42. He joined Arctic Wolf in 2016 to build its go-to-market function, became chief revenue officer, then president, and in August 2021 was named chief executive officer, succeeding co-founder Brian NeSmith. The promotion came weeks after a funding round that valued the company at $4.3 billion.

What drew him there was a gap he thought nobody was serving. Security vendors sold products. Customers wanted to stop worrying.

"Most of those customers were looking for someone to deliver outcomes," he said. "So deliver them the feeling that they were safe or protected as a business, not to deliver just a multitude of additional products or point solutions."

This was before managed detection and response existed as a category anyone could name. Arctic Wolf built the business selling to companies too small to staff a security operations center, then moved upmarket when it turned out large enterprises did not especially want to staff one either.

Schneider dated the escalation on the other side to cryptocurrency, which gave attackers a way to get paid at scale and turned a hobby into an industry. "Now you have bad actors that are organized much like a traditional company in some ways, and are really sophisticated," he said. He talked about them the way an operator talks about a competitor. They were good at what they did. They had gotten better every year. The cost of a breach had climbed with their sophistication, which is what gets a CFO's attention.

His read on AI in 2023 was split cleanly in two. On defense, the opportunity was throughput, getting through enormous volumes of telemetry faster and handing customers fewer false alarms. On offense, the opportunity belonged to the attacker, and business email compromise was the proof. He was neither breathless nor alarmed. "It is not going to go anywhere," he said. "So, I think, what we have to understand is how it's going to be used and how it should or shouldn't be used within the world that we live in."

Since then, he has put real money behind that split view. In February 2025, Arctic Wolf closed its acquisition of BlackBerry's Cylance endpoint business, a deal announced weeks earlier at $160 million in cash plus roughly 5.5 million Arctic Wolf shares. BlackBerry had paid $1.4 billion for Cylance in 2019. This March, the company launched the Aurora Agentic SOC, a rebuild of the security operations center around AI agents that handle triage, investigation, response and threat hunting, coordinated by what the company calls a Swarm of Experts and supervised by people. Schneider made the case for it himself on the company blog. Most security teams cannot build this on their own, he argued, and if the customer is still assembling the last mile, what they bought was a toolkit rather than a solution.

The caution has survived the pivot. He told iTWire at the launch that "the industry is getting ahead of itself," and that judging risk still requires a human in the loop.

His sharpest public argument this year has been with his own government. In June, the administration used export control authorities to restrict Anthropic's most advanced models over concerns they could help foreign actors find software vulnerabilities, and the company disabled them for everyone rather than try to sort eligible users from restricted ones. Schneider wrote that the restriction would cost defenders more than attackers. The underlying capability already exists across multiple systems and open-weight models, he argued, so pulling access does not make it disappear. What it changes is how easily the people defending networks can reach it, inside exactly the governed, observable environments where their work can be watched. His prescription is to target misuse and specific bad actors rather than the tools. Access was restored in July.

A harder version of that question is closer to home. In May, Arctic Wolf cut roughly 250 jobs across sales, product and marketing, telling The Register the restructuring would free up investment for its AI platform and the agentic SOC. Two months after saying the industry was moving too fast and that humans were still required, the company removed 250 of them to pay for the agents. Both positions can be defended. They still sit awkwardly together, and any customer weighing the pitch is entitled to notice.

Schneider's framework for decisions like that is the most durable thing in the 2023 conversation. He separates leadership from management. Leadership, in his telling, is capital you build in the quiet stretches and spend during the loud ones.

"If the team trusts you, if they are on a mission they believe in, if you're explaining kind of why you're making the decision," he said, "you cut through a lot of noise as opposed to being dictatorial." He was blunt that the job is not a popularity contest. "The role of a leader is not necessarily to be the most popular person in the room. It's to make the decision that they feel is best for the organization as a whole." The other requirement is steadiness. He wants a team that never has to guess which version of him is walking into the room, and he thinks leaders who "ping pong around based on the crisis of the day" spend their trust faster than they earn it.

He applied the same instinct to the return-to-office question, which in 2023 was the live one. His test had two halves. Can this person do the job from anywhere, and can the people around them do theirs without them nearby? Individual first, team second, decided role by role rather than by decree.

Asked how he built the sales organization that carried the company, he started by giving away the credit. "No company gets built strictly by the way in which the sales and marketing engine is built," he said. Early on, the work is a feedback loop, taking what the field hears from customers and partners and pushing it into product until the fit is real. His one hard rule was structural. "Sales and marketing have to be one machine. It needs to be a go-to-market motion." Run them separately and marketing generates demand the sales team is not built to convert, which in a young company is enough to sink a year.

CEO.com ends every conversation the same way, on the premise that the chances one gives matter as much as the chances one takes. Schneider went back to the beginning for his answer.

He was fresh out of school, knew nothing about technology, and asked two men at Compellent for a job. Brian Bell and Dennis Johnson told him no. Not hiring young bucks, they said; better luck next time. Then they offered to stay in touch and help him learn the industry. They did. Eventually they hired him as a sales development representative, the most junior seat in the building, at a company that would go public and get bought by Dell. He said he learned more in that role than he had any right to, because early-stage companies expose junior people to everything.

Bell now sits on Arctic Wolf's leadership team.

00:00:00 Welcoming Nick Schneider to the Show
00:00:26 Founding Story of Arctic Wolf
00:01:40 Why Cybersecurity Matters More Than Ever
00:04:09 How AI Is Reshaping Arctic Wolf's Strategy
00:06:28 Is AI Scary or Good
00:07:26 Building a Strong Sales Organization
00:10:44 Remote Work Versus In Office Culture
00:13:58 Lessons on Leadership Through Uncertainty
00:16:44 The Story Behind the Knight Helmet
00:17:33 The Chance That Started Nick's Career

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Nick,<00:00:09.997> thank<00:00:10.175> you<00:00:10.255> so<00:00:10.497> much<00:00:10.885> for<00:00:11.272> coming<00:00:11.530> on<00:00:11.611> the<00:00:11.691> show,<00:00:12.563> uh,<00:00:12.902> for<00:00:13.079> being<00:00:13.305> a<00:00:13.370> part<00:00:13.612> of<00:00:13.660> this.

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Yeah.

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Yeah.

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And,<00:03:22.306> you<00:03:22.338> know,<00:03:22.386> I<00:03:22.643> think<00:03:22.963> we're,<00:03:23.508> you<00:03:23.604> know,<00:03:23.829> honestly<00:03:24.165> still<00:03:24.469> in<00:03:24.550> the<00:03:24.630> relative<00:03:25.046> early<00:03:25.367> innings<00:03:26.633> of<00:03:26.793> the<00:03:26.953> way<00:03:27.065> in<00:03:27.209> which<00:03:27.434> this<00:03:27.610> market<00:03:27.914> will<00:03:28.075> progress.

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And<00:03:29.997> I<00:03:30.254> think<00:03:30.430> it's<00:03:30.574> still<00:03:30.991> a<00:03:31.039> little<00:03:31.215> bit<00:03:31.375> to<00:03:31.536> be<00:03:31.632> determined<00:03:32.177> as<00:03:32.321> to<00:03:32.481> exactly<00:03:32.882> how<00:03:32.978> the<00:03:33.058> market<00:03:33.362> will<00:03:33.442> shake<00:03:33.843> out<00:03:34.260> or<00:03:34.404> how<00:03:34.500> the<00:03:34.644> bad<00:03:34.884> actors<00:03:36.728> you<00:03:36.840> know,<00:03:36.984> will<00:03:37.144> evolve<00:03:37.481> their<00:03:37.689> practices.

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But<00:03:39.773> a<00:03:39.854> lot<00:03:40.094> of<00:03:40.190> work<00:03:40.431> and<00:03:40.511> a<00:03:40.575> lot<00:03:40.767> of<00:03:40.912> effort<00:03:41.232> being<00:03:41.473> done<00:03:41.713> by<00:03:41.953> many<00:03:42.274> companies<00:03:42.755> trying<00:03:42.931> to<00:03:43.060> figure<00:03:43.380> out<00:03:43.540> how<00:03:43.637> to,<00:03:43.941> you<00:03:43.973> know,<00:03:44.118> get<00:03:44.342> themselves<00:03:45.015> and<00:03:45.143> get<00:03:45.304> their<00:03:45.384> security<00:03:45.865> posture<00:03:47.067> at<00:03:47.227> a<00:03:47.243> point<00:03:47.564> where<00:03:48.366> they<00:03:48.670> feel<00:03:49.071> protected.

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And<00:03:50.193> that's<00:03:50.369> really<00:03:50.610> what<00:03:50.834> we<00:03:50.930> do<00:03:51.171> is<00:03:51.588> surround<00:03:52.052> the<00:03:52.197> company,<00:03:52.678> you<00:03:52.710> know,<00:03:52.854> the<00:03:52.934> company<00:03:53.319> and<00:03:53.399> the<00:03:53.479> customers<00:03:53.816> that<00:03:53.960> we<00:03:54.056> work<00:03:54.297> with,<00:03:55.403> with<00:03:55.515> a<00:03:55.579> security<00:03:56.044> operation.

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And<00:03:57.407> the<00:03:57.647> outcomes<00:03:58.128> there<00:03:58.384> are<00:03:58.465> really<00:03:58.769> to<00:03:58.849> make<00:03:59.026> sure<00:03:59.250> that<00:03:59.346> they<00:03:59.506> feel<00:03:59.731> protected<00:04:00.292> and<00:04:00.372> that<00:04:00.468> they<00:04:00.629> understand<00:04:01.174> their<00:04:01.334> risk<00:04:01.606> and<00:04:01.735> their<00:04:01.831> security<00:04:02.232> posture<00:04:02.552> wholesale,<00:04:02.857> and<00:04:02.953> that<00:04:03.097> we<00:04:03.193> can<00:04:03.338> work<00:04:03.514> with<00:04:03.674> them<00:04:03.835> to<00:04:03.979> improve<00:04:04.380> that<00:04:04.620> posture<00:04:04.957> over<00:04:05.181> time<00:04:05.518> to,<00:04:05.822> you<00:04:05.854> know,<00:04:06.015> effectively<00:04:06.560> reduce<00:04:06.977> or<00:04:07.121> eliminate<00:04:07.490> their<00:04:07.668> risk<00:04:07.927> in<00:04:08.008> time.

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How<00:04:09.529> has<00:04:10.177> AI<00:04:11.472> in<00:04:12.039> the<00:04:12.136> growth<00:04:12.476> of<00:04:12.686> it<00:04:12.783> and<00:04:12.929> everything<00:04:13.253> that's<00:04:13.415> happened,<00:04:13.755> particularly<00:04:14.240> this<00:04:14.548> year,<00:04:14.888> but<00:04:15.033> even<00:04:15.292> like,<00:04:15.681> you<00:04:15.713> know,<00:04:15.859> starting<00:04:16.118> into<00:04:16.344> last<00:04:16.731> year,<00:04:17.699> how<00:04:17.877> has<00:04:18.038> that<00:04:18.280> changed<00:04:18.668> Arctic<00:04:19.006> Wolf?

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How<00:04:19.410> has<00:04:19.555> that<00:04:19.733> changed<00:04:20.039> your<00:04:20.152> strategies<00:04:21.588> both<00:04:21.846> internally<00:04:22.782> and<00:04:23.024> in<00:04:23.186> like<00:04:23.363> the<00:04:23.509> whole<00:04:23.831> security<00:04:24.799> realm<00:04:25.219> that<00:04:25.692> you<00:04:25.792> guys<00:04:26.025> focus<00:04:26.374> on?

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Yeah,<00:04:28.416> so<00:04:28.480> I<00:04:28.529> think<00:04:28.625> there's<00:04:28.851> a<00:04:28.948> few<00:04:29.270> different<00:04:29.593> lenses<00:04:30.076> to<00:04:30.173> view<00:04:30.399> that<00:04:30.705> in.

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One<00:04:31.108> is,<00:04:31.914> you<00:04:31.947> know,<00:04:32.108> in<00:04:32.237> the<00:04:32.269> lens<00:04:32.672> of<00:04:32.801> Arctic<00:04:33.204> Wolf<00:04:33.527> or<00:04:33.849> the<00:04:33.946> customer,<00:04:34.575> which<00:04:34.752> is<00:04:34.833> how<00:04:34.994> can<00:04:35.139> you<00:04:35.316> leverage<00:04:35.784> AI<00:04:37.268> to<00:04:37.528> improve<00:04:38.063> the<00:04:39.135> efficacy<00:04:39.622> of<00:04:39.703> your<00:04:39.801> solution<00:04:40.336> or<00:04:40.434> the<00:04:40.531> efficiency<00:04:41.002> of<00:04:41.099> your<00:04:41.181> solution.

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So<00:04:41.895> I<00:04:41.976> think<00:04:42.138> there's<00:04:42.301> a<00:04:42.382> lot<00:04:42.561> of<00:04:42.690> opportunities<00:04:43.632> to<00:04:44.110> leverage<00:04:44.609> AI<00:04:45.753> within<00:04:46.220> kind<00:04:46.414> of<00:04:46.462> the<00:04:46.559> data<00:04:46.816> center,<00:04:47.203> within<00:04:48.879> the<00:04:48.975> data<00:04:49.201> that<00:04:49.362> we're<00:04:49.459> ingesting<00:04:50.103> to<00:04:50.587> make<00:04:50.748> sure<00:04:51.151> that<00:04:51.296> we're<00:04:51.473> getting,<00:04:52.037> you<00:04:52.117> know,<00:04:52.278> through<00:04:52.520> that<00:04:52.762> data<00:04:54.276> in<00:04:54.356> an<00:04:54.453> efficient<00:04:54.936> way<00:04:55.805> and<00:04:56.369> providing,<00:04:57.013> you<00:04:57.110> know,<00:04:57.271> the<00:04:57.351> most,<00:04:57.980> you<00:04:58.012> know,<00:04:58.173> highly,<00:05:01.361> you<00:05:01.394> know,<00:05:01.845> high<00:05:02.023> accuracy<00:05:02.510> results<00:05:02.947> to<00:05:03.098> the<00:05:03.199> end<00:05:03.434> user.

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And<00:05:04.688> there's<00:05:04.865> a<00:05:04.897> multitude<00:05:05.587> of<00:05:05.668> different<00:05:05.812> ways<00:05:05.924> to<00:05:06.069> do<00:05:06.214> that<00:05:06.454> through<00:05:06.551> the<00:05:06.631> way<00:05:06.856> in<00:05:06.952> which<00:05:07.177> we<00:05:07.273> build<00:05:07.498> detections,<00:05:08.076> the<00:05:08.156> way<00:05:08.237> in<00:05:08.381> which<00:05:08.558> we<00:05:08.638> set<00:05:08.879> up<00:05:09.040> our<00:05:09.136> security<00:05:09.666> operation,<00:05:10.308> the<00:05:10.404> way<00:05:10.485> in<00:05:10.629> which<00:05:10.790> that<00:05:10.950> operation<00:05:11.593> is<00:05:11.689> transposed<00:05:12.251> to<00:05:12.331> the<00:05:12.476> customer,<00:05:13.054> the<00:05:13.198> way<00:05:13.311> in<00:05:13.439> which<00:05:13.600> we<00:05:13.696> communicate<00:05:14.402> to<00:05:14.483> the<00:05:14.579> customer.

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So<00:05:15.767> there's<00:05:15.944> a<00:05:16.040> ton<00:05:16.345> of<00:05:16.490> opportunity<00:05:18.256> kind<00:05:18.433> of<00:05:18.577> on<00:05:18.738> the,<00:05:19.220> on<00:05:19.316> the<00:05:19.476> Arctic<00:05:19.782> Wolf<00:05:20.038> vendor<00:05:20.360> or<00:05:20.584> customer<00:05:21.002> side.

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And<00:05:21.949> then,<00:05:22.752> you<00:05:22.784> know,<00:05:22.929> unfortunately,<00:05:23.571> there's<00:05:23.796> also<00:05:24.037> opportunity<00:05:24.454> for<00:05:24.599> the<00:05:24.679> bad<00:05:24.855> actors,<00:05:25.482> you<00:05:25.514> know,<00:05:25.674> so<00:05:26.461> now<00:05:26.622> they<00:05:26.863> can<00:05:27.730> write<00:05:27.922> a<00:05:28.131> really<00:05:28.372> compelling<00:05:28.870> email<00:05:29.351> with,<00:05:29.656> you<00:05:29.737> know,<00:05:29.897> perfect<00:05:30.218> grammar<00:05:30.780> and<00:05:31.744> really<00:05:32.226> you<00:05:32.306> know,<00:05:33.044> tight-looking<00:05:34.329> graphics.

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And<00:05:36.079> it's<00:05:36.320> getting<00:05:36.561> harder<00:05:36.754> and<00:05:36.962> harder<00:05:37.299> to<00:05:37.380> decipher<00:05:37.797> between<00:05:38.167> what<00:05:38.279> is<00:05:38.359> a<00:05:38.423> phish<00:05:39.210> and<00:05:39.387> what<00:05:39.547> is<00:05:40.093> a<00:05:40.414> real<00:05:40.607> email.

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And,<00:05:42.181> you<00:05:42.213> know,<00:05:42.357> that's<00:05:42.630> still<00:05:42.903> a<00:05:42.935> number<00:05:43.321> one<00:05:43.481> attack<00:05:43.802> surface<00:05:44.188> for<00:05:44.750> most<00:05:46.115> bad<00:05:46.355> actors<00:05:46.709> is<00:05:47.078> just,<00:05:47.640> you<00:05:47.672> know,<00:05:47.817> working<00:05:48.202> through<00:05:49.101> kind<00:05:49.278> of<00:05:49.342> humans,<00:05:50.048> you<00:05:50.129> know,<00:05:50.305> through,<00:05:51.012> you<00:05:51.044> know,<00:05:51.269> business<00:05:51.590> email<00:05:51.831> compromise<00:05:52.457> or<00:05:52.874> other<00:05:53.099> mechanisms<00:05:53.757> where<00:05:55.347> understanding<00:05:56.005> and<00:05:56.150> trusting<00:05:56.808> the<00:05:56.872> sender<00:05:57.916> is<00:05:58.254> kind<00:05:58.430> of<00:05:58.494> half<00:05:58.751> the<00:05:58.880> battle,<00:05:59.217> and<00:05:59.442> AI<00:05:59.715> is<00:05:59.860> just<00:06:00.020> making<00:06:00.326> it<00:06:00.422> that<00:06:00.583> much<00:06:00.808> harder<00:06:01.145> to<00:06:01.611> delineate<00:06:02.109> between<00:06:03.217> what<00:06:03.378> is<00:06:03.554> real<00:06:04.116> and<00:06:04.341> what<00:06:04.454> is<00:06:04.598> not<00:06:04.904> real<00:06:05.064> or<00:06:05.225> what<00:06:05.337> is<00:06:05.466> coming<00:06:05.707> from<00:06:05.803> a<00:06:05.948> bad<00:06:06.189> actor.

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So<00:06:06.911> I<00:06:07.008> think<00:06:07.168> this<00:06:07.345> is<00:06:07.425> going<00:06:07.522> to<00:06:07.634> evolve<00:06:07.972> over<00:06:08.132> time.

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I<00:06:08.614> think<00:06:08.839> you're<00:06:08.935> going<00:06:09.016> to<00:06:09.096> see<00:06:09.337> that<00:06:09.498> the<00:06:10.285> adversaries<00:06:10.943> have<00:06:11.345> an<00:06:11.489> opportunity<00:06:12.068> to<00:06:12.212> leverage<00:06:12.614> the<00:06:12.694> technology<00:06:14.557> in<00:06:14.638> a<00:06:14.718> way<00:06:14.943> that<00:06:15.103> makes<00:06:15.907> protecting<00:06:16.405> against<00:06:16.726> that<00:06:17.433> a<00:06:17.513> little<00:06:17.641> bit<00:06:17.754> more<00:06:17.914> difficult.

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But<00:06:18.396> I<00:06:18.477> think<00:06:18.637> you're<00:06:18.798> also<00:06:18.959> going<00:06:19.055> to<00:06:19.119> see<00:06:20.340> that<00:06:20.485> the<00:06:20.517> cybersecurity<00:06:21.223> vendors<00:06:22.107> and<00:06:22.187> the<00:06:22.428> customers<00:06:22.990> or<00:06:23.151> businesses<00:06:23.633> within<00:06:23.938> the<00:06:23.970> space<00:06:24.436> are<00:06:24.581> also<00:06:24.741> going<00:06:24.821> to<00:06:24.918> leverage<00:06:25.384> AI<00:06:25.641> to<00:06:26.043> to<00:06:26.139> defend<00:06:26.542> in<00:06:26.622> a<00:06:26.671> more<00:06:26.832> material<00:06:27.315> way<00:06:27.427> as<00:06:27.572> well.

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What<00:06:28.844> are,<00:06:29.021> what<00:06:29.166> are<00:06:29.198> your<00:06:29.343> thoughts<00:06:29.649> on<00:06:29.729> AI?

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Is<00:06:30.309> it<00:06:30.406> scary?

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Is<00:06:31.194> it<00:06:31.355> good?

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Is<00:06:32.144> it<00:06:32.225> like,<00:06:32.466> what<00:06:32.563> do<00:06:32.627> you<00:06:32.724> think<00:06:32.949> the<00:06:33.030> future<00:06:33.368> is<00:06:33.593> 5,<00:06:33.867> 10<00:06:34.076> years<00:06:34.253> from<00:06:34.495> now<00:06:35.300> and<00:06:35.380> how<00:06:35.525> does<00:06:35.695> all<00:06:35.800> this<00:06:35.906> shake<00:06:36.310> out?

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Yeah,<00:06:38.867> I<00:06:39.044> mean,<00:06:39.687> look,<00:06:39.911> it,<00:06:40.153> it,<00:06:40.329> it's<00:06:40.490> not<00:06:40.586> going<00:06:40.715> to<00:06:40.811> go<00:06:40.956> anywhere.

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So<00:06:42.081> I<00:06:42.418> think<00:06:42.900> what<00:06:43.061> we<00:06:43.206> have<00:06:43.254> to<00:06:43.543> understand<00:06:44.106> is<00:06:44.331> how<00:06:44.588> it's<00:06:44.748> going<00:06:44.861> to<00:06:44.925> be<00:06:45.134> used<00:06:45.616> and<00:06:45.713> how<00:06:45.954> it<00:06:46.114> should<00:06:46.371> or<00:06:46.452> shouldn't<00:06:46.918> be<00:06:47.062> used<00:06:47.400> kind<00:06:47.641> of<00:06:47.770> within<00:06:48.837> the<00:06:48.998> world<00:06:49.241> that<00:06:49.338> we<00:06:49.500> live<00:06:49.742> in.

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And<00:06:50.211> I<00:06:50.308> think<00:06:51.101> there's<00:06:51.343> a<00:06:51.505> ton<00:06:52.879> of<00:06:53.057> really<00:06:53.445> beneficial<00:06:54.092> use<00:06:54.270> cases<00:06:54.755> for<00:06:54.981> AI.

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Both<00:06:57.057> in<00:06:57.137> cybersecurity,<00:06:57.860> but<00:06:58.005> also<00:06:58.358> in<00:06:58.663> a<00:06:58.744> multitude<00:06:59.370> of<00:06:59.466> other<00:06:59.707> industries.

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But<00:07:01.056> there's<00:07:01.297> also<00:07:01.490> some<00:07:01.635> stuff<00:07:01.892> that<00:07:02.020> can<00:07:02.100> be<00:07:02.197> done<00:07:02.341> with<00:07:02.502> AI<00:07:02.759> that's<00:07:02.936> not<00:07:03.144> so<00:07:03.321> good<00:07:04.124> or<00:07:04.220> that<00:07:04.365> can<00:07:04.606> be<00:07:04.750> a<00:07:04.847> little,<00:07:05.313> you<00:07:05.345> know,<00:07:05.570> quote<00:07:05.730> unquote<00:07:05.987> scary.

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But<00:07:07.417> I<00:07:07.561> think,<00:07:08.204> you<00:07:08.236> know,<00:07:08.396> if<00:07:08.637> we're<00:07:09.264> diligent<00:07:09.665> about<00:07:09.986> it<00:07:11.014> as<00:07:11.127> a<00:07:11.191> community,<00:07:12.797> we<00:07:12.942> can<00:07:13.183> come<00:07:13.424> up<00:07:13.681> with<00:07:14.002> ways<00:07:14.323> in<00:07:14.484> which<00:07:14.789> to,<00:07:15.592> you<00:07:15.624> know,<00:07:15.785> minimize<00:07:16.315> the<00:07:16.411> risk<00:07:16.732> of<00:07:16.813> that<00:07:17.118> which<00:07:17.294> is,<00:07:17.680> you<00:07:17.712> know,<00:07:17.856> scary<00:07:19.382> and<00:07:19.543> leverage,<00:07:20.346> you<00:07:20.426> know,<00:07:20.651> that<00:07:20.828> which<00:07:21.053> is<00:07:21.310> advantageous<00:07:21.952> to<00:07:22.048> society.

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And<00:07:22.739> I,<00:07:23.382> you<00:07:23.414> know,<00:07:23.462> I<00:07:23.703> have<00:07:23.944> faith<00:07:24.201> that<00:07:24.442> that<00:07:24.602> we'll<00:07:24.747> figure<00:07:25.020> it<00:07:25.149> out.

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As<00:07:26.467> I<00:07:26.515> understand<00:07:26.917> it,<00:07:26.997> the<00:07:27.094> growth<00:07:27.495> of<00:07:27.881> Arctic<00:07:28.283> Wolf,<00:07:28.701> a<00:07:28.781> lot<00:07:28.958> of<00:07:29.038> that<00:07:29.263> could<00:07:29.344> be<00:07:29.505> credited<00:07:30.051> to<00:07:30.549> you<00:07:31.192> and<00:07:31.353> building<00:07:31.674> the<00:07:31.755> sales<00:07:32.140> organization<00:07:32.799> that<00:07:32.944> you've<00:07:33.041> built<00:07:33.266> and<00:07:33.347> stuff.

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I<00:07:33.752> wonder,<00:07:34.660> for<00:07:34.805> those<00:07:35.130> listening,<00:07:35.616> for<00:07:35.745> those<00:07:35.940> who<00:07:35.972> are<00:07:36.053> gonna<00:07:36.199> be<00:07:36.361> watching<00:07:37.236> all<00:07:37.334> of<00:07:37.496> that,<00:07:37.723> like,<00:07:37.901> how<00:07:38.063> do<00:07:38.144> you<00:07:38.371> build<00:07:38.646> a<00:07:38.711> strong<00:07:39.295> sales<00:07:39.765> organization?

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What<00:07:41.008> have<00:07:41.105> you<00:07:41.331> learned<00:07:41.671> in<00:07:41.752> that,<00:07:42.723> in<00:07:42.869> your<00:07:43.031> experience<00:07:43.678> with<00:07:43.840> Arctic<00:07:44.180> Wolf?

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And<00:07:44.827> even<00:07:44.989> previously,<00:07:45.636> I<00:07:45.652> mean,<00:07:46.105> you<00:07:46.203> were<00:07:46.283> doing<00:07:46.510> stuff<00:07:46.996> for<00:07:47.174> Code42.

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Yeah,<00:07:50.074> so<00:07:50.238> I<00:07:50.320> mean,<00:07:50.549> I've<00:07:50.893> been<00:07:51.287> kind<00:07:51.467> of<00:07:51.500> the<00:07:51.565> go-to-market<00:07:53.017> engine<00:07:53.578> my<00:07:53.739> entire<00:07:54.380> career,<00:07:55.342> you<00:07:55.374> know,<00:07:55.519> first<00:07:55.823> and<00:07:55.904> foremost,<00:07:56.866> no<00:07:57.042> company<00:07:57.363> gets<00:07:57.603> built,<00:07:58.245> you<00:07:58.325> know,<00:07:58.485> strictly<00:07:59.191> by<00:07:59.448> the<00:07:59.592> way<00:07:59.704> in<00:07:59.832> which<00:08:00.009> the<00:08:00.089> sales<00:08:00.394> and<00:08:00.474> marketing<00:08:00.891> engine<00:08:01.147> is<00:08:01.356> built,<00:08:01.837> you<00:08:01.869> know,<00:08:02.110> especially<00:08:02.815> early<00:08:03.040> days.

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It's<00:08:04.419> all<00:08:04.579> about<00:08:04.884> how<00:08:05.060> well<00:08:05.221> the<00:08:05.381> team<00:08:05.926> kind<00:08:06.087> of<00:08:06.247> organizes<00:08:07.770> and<00:08:08.412> works,<00:08:09.053> you<00:08:09.133> know,<00:08:09.230> kind<00:08:09.470> of<00:08:09.550> interdepartmentally<00:08:11.378> to<00:08:11.475> achieve<00:08:11.795> the<00:08:11.876> same<00:08:12.180> outcome,<00:08:12.517> which<00:08:12.693> is<00:08:12.918> generally<00:08:13.623> to<00:08:14.201> ensure<00:08:14.602> that<00:08:14.746> you're<00:08:14.842> delivering<00:08:16.029> something<00:08:16.350> of<00:08:16.430> high<00:08:16.606> value<00:08:16.927> to<00:08:17.071> your<00:08:17.232> customer<00:08:17.649> base<00:08:18.290> and<00:08:18.530> in<00:08:18.691> a<00:08:19.156> you<00:08:19.252> know,<00:08:19.332> doing<00:08:19.572> so<00:08:19.733> in<00:08:19.813> a<00:08:19.893> differentiated<00:08:20.614> way.

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And<00:08:21.559> we,<00:08:21.800> you<00:08:21.832> know,<00:08:22.072> so<00:08:22.376> early<00:08:22.761> on,<00:08:23.578> a<00:08:23.642> lot<00:08:23.899> of<00:08:23.979> it<00:08:24.059> is<00:08:24.203> making<00:08:24.524> sure<00:08:24.780> that<00:08:25.004> you're<00:08:25.100> tying<00:08:26.542> what<00:08:26.703> you're<00:08:26.927> learning<00:08:27.247> in<00:08:27.344> the<00:08:27.424> field<00:08:27.904> through<00:08:28.065> your<00:08:28.305> customers,<00:08:28.946> from<00:08:29.106> your<00:08:29.282> partners,<00:08:30.548> you<00:08:30.628> know,<00:08:30.789> potentially<00:08:31.333> through,<00:08:31.814> you<00:08:31.846> know,<00:08:32.070> ecosystem<00:08:32.615> alliances<00:08:33.897> as<00:08:33.993> to<00:08:34.153> really<00:08:34.394> what<00:08:34.554> the<00:08:34.634> product<00:08:35.019> market<00:08:35.259> fit<00:08:35.499> is.

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And<00:08:36.381> then<00:08:36.557> leveraging<00:08:37.022> that<00:08:37.278> as<00:08:37.374> a<00:08:37.518> feedback<00:08:37.983> loop<00:08:38.303> into<00:08:39.281> the<00:08:39.361> product<00:08:39.681> organizations<00:08:40.386> and<00:08:40.450> the<00:08:40.499> marketing<00:08:40.899> organizations<00:08:41.540> and<00:08:41.684> fine-tuning<00:08:42.309> kind<00:08:42.453> of<00:08:42.485> your<00:08:42.646> messaging<00:08:43.831> in<00:08:43.911> the<00:08:44.008> way<00:08:44.104> in<00:08:44.232> which<00:08:44.392> you're<00:08:44.488> attacking<00:08:44.953> the<00:08:45.033> market.

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And<00:08:45.578> then<00:08:45.754> as<00:08:45.850> you<00:08:45.946> scale,<00:08:46.956> It's<00:08:47.308> about<00:08:47.613> finding<00:08:48.014> ways<00:08:48.334> in<00:08:48.414> which<00:08:48.654> to<00:08:48.799> do<00:08:48.975> that,<00:08:49.536> you<00:08:49.632> know,<00:08:49.776> in<00:08:49.856> an<00:08:49.952> efficient<00:08:50.738> and<00:08:50.882> repeatable<00:08:51.459> way.

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And<00:08:52.981> early<00:08:53.221> time,<00:08:53.462> you<00:08:53.558> know,<00:08:53.718> early<00:08:54.023> days,<00:08:54.343> that's<00:08:54.808> a<00:08:54.888> lot<00:08:55.064> of<00:08:55.128> trial<00:08:55.385> and<00:08:55.529> error,<00:08:55.865> you<00:08:55.946> know,<00:08:56.042> so<00:08:56.330> you<00:08:56.490> have<00:08:56.667> to<00:08:56.827> build<00:08:57.292> out<00:08:57.404> a<00:08:57.532> team<00:08:57.852> that<00:08:57.949> understands<00:08:58.830> kind<00:08:58.990> of<00:08:59.070> what<00:08:59.295> that<00:08:59.551> means<00:09:00.016> and<00:09:00.112> understands<00:09:00.817> what<00:09:00.929> it<00:09:00.993> means<00:09:01.394> for<00:09:01.490> the<00:09:01.618> way<00:09:01.730> in<00:09:01.875> which<00:09:02.035> they're<00:09:02.179> gonna<00:09:02.275> have<00:09:02.532> to<00:09:02.676> work<00:09:02.996> early<00:09:03.301> on.

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You're<00:09:04.342> getting<00:09:04.503> a<00:09:04.583> lot<00:09:04.823> more<00:09:04.935> nos<00:09:05.464> than<00:09:05.544> you're<00:09:05.640> getting<00:09:05.945> yeses<00:09:06.842> in<00:09:06.922> the<00:09:07.083> early<00:09:07.323> days<00:09:07.643> of<00:09:07.724> a<00:09:07.804> business,<00:09:08.364> especially<00:09:08.941> if<00:09:09.086> you're<00:09:09.246> on<00:09:09.390> the,<00:09:09.711> you<00:09:09.743> know,<00:09:09.903> front<00:09:10.207> end<00:09:11.233> in<00:09:11.489> the<00:09:11.569> sales<00:09:11.906> organization.

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And<00:09:13.333> then<00:09:13.493> as<00:09:13.654> you<00:09:13.815> build<00:09:14.039> out,<00:09:14.361> you<00:09:14.393> know,<00:09:14.537> the<00:09:14.698> teams<00:09:15.019> over<00:09:15.180> time,<00:09:15.886> you<00:09:15.983> start<00:09:16.223> to<00:09:16.304> kind<00:09:16.464> of<00:09:16.496> specialize<00:09:17.107> in<00:09:17.267> folks<00:09:18.231> that<00:09:18.375> have,<00:09:18.857> you<00:09:18.937> know,<00:09:19.178> been<00:09:19.355> at<00:09:19.515> companies<00:09:20.078> in<00:09:20.238> different<00:09:20.543> stages<00:09:21.041> along<00:09:21.362> the<00:09:21.443> way,<00:09:22.486> you<00:09:22.567> know,<00:09:22.791> and/or<00:09:22.968> are<00:09:23.129> specialized<00:09:23.916> in<00:09:24.156> what<00:09:24.317> you've<00:09:24.478> determined<00:09:25.136> your<00:09:25.377> specific<00:09:25.923> product<00:09:26.180> market<00:09:26.565> fit<00:09:26.726> is,<00:09:26.903> whether<00:09:27.143> that<00:09:27.368> be<00:09:27.545> a<00:09:27.625> technological<00:09:28.412> product<00:09:28.669> market<00:09:28.974> fit<00:09:29.938> or<00:09:30.034> whether<00:09:30.275> that<00:09:30.500> be<00:09:30.757> kind<00:09:30.933> of<00:09:30.998> an<00:09:31.158> industry,<00:09:32.346> a<00:09:32.523> segment<00:09:32.941> of<00:09:33.005> the<00:09:33.165> industry,<00:09:34.290> a<00:09:34.370> go-to-market<00:09:35.012> motion,<00:09:35.590> a<00:09:35.735> route<00:09:35.992> to<00:09:36.120> market<00:09:36.939> that<00:09:37.100> particularly<00:09:37.726> works<00:09:37.983> well<00:09:38.144> for<00:09:38.449> you<00:09:38.513> and<00:09:38.609> you<00:09:38.706> kind<00:09:38.882> of<00:09:38.947> fine-tune<00:09:40.536> that<00:09:40.712> sales<00:09:41.177> engine<00:09:41.434> to<00:09:41.498> make<00:09:41.674> sure<00:09:42.011> that<00:09:42.219> you're,<00:09:42.780> you're<00:09:43.694> set<00:09:43.998> up<00:09:44.399> in<00:09:44.544> the<00:09:44.608> most<00:09:44.944> efficient<00:09:45.361> manner<00:09:45.666> that<00:09:45.746> you<00:09:45.906> possibly<00:09:46.387> can<00:09:46.643> to<00:09:46.788> achieve<00:09:47.044> the<00:09:47.269> outcomes<00:09:47.589> that<00:09:47.685> you're<00:09:47.846> after.

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And<00:09:48.952> the<00:09:48.984> second<00:09:49.353> big<00:09:49.513> part<00:09:49.689> of<00:09:49.721> that<00:09:49.914> is<00:09:50.026> demand,<00:09:50.555> you<00:09:50.587> know,<00:09:50.731> so<00:09:51.132> I<00:09:51.388> see<00:09:51.677> a<00:09:51.693> lot<00:09:51.933> of<00:09:51.998> times<00:09:52.398> where<00:09:52.494> you<00:09:52.655> have<00:09:53.601> kind<00:09:53.777> of<00:09:53.809> sales<00:09:54.178> and<00:09:54.338> marketing<00:09:54.883> operating<00:09:55.380> independently<00:09:56.101> and<00:09:56.181> that<00:09:56.342> just<00:09:56.502> doesn't<00:09:56.967> work.

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Sales<00:09:57.624> and<00:09:57.768> marketing<00:09:58.169> have<00:09:58.410> to<00:09:58.506> be<00:09:59.852> one<00:10:00.029> machine.

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It<00:10:00.622> needs<00:10:00.910> to<00:10:00.990> be<00:10:01.135> a<00:10:01.231> go-to-market<00:10:01.936> motion.

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So<00:10:03.219> understanding<00:10:03.940> how<00:10:04.036> to<00:10:04.180> generate<00:10:04.581> demand,<00:10:05.238> you<00:10:05.319> know,<00:10:05.559> doing<00:10:05.864> that<00:10:06.056> in<00:10:06.184> a<00:10:06.280> way<00:10:07.322> that<00:10:07.419> is<00:10:07.563> commiserate<00:10:08.124> with<00:10:08.285> your<00:10:08.445> whole<00:10:09.968> go-to-market<00:10:10.530> motion<00:10:11.075> and<00:10:11.171> making<00:10:11.492> sure<00:10:11.812> that<00:10:11.973> the<00:10:12.117> demand<00:10:13.961> can<00:10:14.202> justify<00:10:15.180> the<00:10:15.324> way<00:10:15.485> in<00:10:15.581> which<00:10:15.741> you've<00:10:15.837> set<00:10:16.062> up<00:10:16.206> your<00:10:16.286> sales<00:10:16.687> team<00:10:16.944> so<00:10:17.088> that<00:10:17.184> they<00:10:17.329> can<00:10:17.489> be<00:10:17.521> successful<00:10:18.147> is<00:10:18.387> really,<00:10:18.628> really<00:10:18.868> important,<00:10:19.429> especially<00:10:20.055> early<00:10:20.295> on<00:10:21.274> where,<00:10:21.899> you<00:10:21.995> know,<00:10:22.300> one<00:10:22.540> rep<00:10:22.797> not<00:10:23.021> doing<00:10:23.262> so,<00:10:23.823> you<00:10:23.903> know,<00:10:24.080> hot<00:10:24.946> could<00:10:25.122> be<00:10:25.266> a<00:10:25.282> massive<00:10:25.844> detriment<00:10:26.309> to<00:10:26.389> your<00:10:26.565> overall<00:10:26.966> plan.

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And<00:10:27.447> that,<00:10:27.752> that<00:10:27.928> changes<00:10:28.329> a<00:10:28.393> little<00:10:28.570> bit<00:10:28.714> over<00:10:28.890> time<00:10:30.157> in<00:10:30.574> terms<00:10:30.895> of<00:10:31.039> kind<00:10:31.216> of<00:10:31.376> relative<00:10:32.162> risk<00:10:32.499> to<00:10:33.076> a<00:10:33.204> plan.

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But<00:10:34.263> it's<00:10:34.489> also,<00:10:35.051> it's<00:10:35.373> always<00:10:36.112> a<00:10:36.337> core<00:10:36.739> to<00:10:36.835> the<00:10:36.980> way<00:10:37.092> in<00:10:37.301> which,<00:10:38.105> you<00:10:38.137> know,<00:10:38.362> the<00:10:38.523> go-to-market<00:10:38.925> team<00:10:39.166> is<00:10:39.327> built<00:10:39.793> and<00:10:40.612> frankly,<00:10:41.014> the<00:10:41.175> predictability<00:10:41.898> of<00:10:41.995> the<00:10:42.123> success<00:10:42.525> of<00:10:42.590> the<00:10:42.622> team.

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How<00:10:44.699> have<00:10:44.876> you<00:10:45.037> thought<00:10:45.279> about<00:10:46.245> working<00:10:46.632> from<00:10:46.809> home<00:10:47.292> versus<00:10:47.775> in<00:10:47.920> office<00:10:48.419> and<00:10:48.500> this<00:10:48.661> whole<00:10:48.806> debate<00:10:49.144> that's<00:10:49.305> happening<00:10:50.255> within<00:10:50.577> every<00:10:50.819> company<00:10:51.382> and<00:10:51.479> throughout<00:10:51.737> the<00:10:51.850> business<00:10:52.204> world<00:10:53.573> ever<00:10:53.734> since<00:10:54.120> COVID<00:10:54.845> and<00:10:55.006> now<00:10:55.183> that<00:10:55.344> we're<00:10:55.650> kind<00:10:55.827> of<00:10:56.069> post-COVID,<00:10:57.422> how<00:10:57.583> have<00:10:57.744> you<00:10:57.905> thought<00:10:58.066> about<00:10:58.323> that<00:10:58.790> and<00:10:58.887> maintaining<00:10:59.435> the<00:10:59.531> culture<00:11:00.175> in<00:11:00.320> whatever<00:11:00.659> way<00:11:00.884> you've<00:11:01.162> excited<00:11:01.470> here?

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Yeah,<00:11:03.642> I<00:11:03.658> mean,<00:11:04.144> look,<00:11:04.712> just<00:11:04.890> like<00:11:05.068> everybody<00:11:05.538> else,<00:11:05.862> we<00:11:06.089> went<00:11:06.332> from<00:11:07.062> what<00:11:07.872> was<00:11:08.294> historically<00:11:09.023> a<00:11:09.103> fairly,<00:11:10.541> um,<00:11:11.123> well-defined<00:11:11.834> in-office<00:11:12.254> culture<00:11:12.723> to<00:11:13.288> completely<00:11:13.773> out-of-office<00:11:14.500> culture,<00:11:15.227> you<00:11:15.259> know,<00:11:15.550> overnight<00:11:16.196> for<00:11:16.697> a<00:11:16.843> year<00:11:17.020> or<00:11:17.150> two,<00:11:17.650> right?

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So,<00:11:18.699> um,<00:11:19.038> now<00:11:19.425> thankfully<00:11:19.926> our<00:11:20.087> business<00:11:20.491> was<00:11:20.587> set<00:11:20.830> up<00:11:20.975> technologically,<00:11:22.250> uh,<00:11:22.670> so<00:11:22.831> that<00:11:23.057> we<00:11:23.154> didn't<00:11:23.380> really<00:11:23.702> miss<00:11:23.945> a<00:11:24.041> beat<00:11:24.848> with<00:11:25.074> the—<00:11:25.397> with<00:11:25.575> regards<00:11:26.043> to<00:11:26.156> our<00:11:26.350> ability<00:11:27.022> to,<00:11:27.679> you<00:11:27.777> know,<00:11:27.942> conduct<00:11:28.352> business.

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Uh,<00:11:29.337> but<00:11:29.435> it<00:11:29.501> certainly<00:11:29.813> changed<00:11:30.092> the<00:11:30.305> way<00:11:30.486> in<00:11:30.568> which<00:11:30.617> people<00:11:30.716> worked.

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Um,<00:11:30.896> and,<00:11:30.978> you<00:11:31.011> know,<00:11:31.060> I<00:11:33.030> I<00:11:33.142> think<00:11:33.222> through<00:11:33.383> that<00:11:33.608> we<00:11:33.704> learned<00:11:33.929> some<00:11:34.105> lessons<00:11:34.491> about<00:11:34.748> what<00:11:34.908> can<00:11:35.149> be<00:11:35.229> done<00:11:35.470> virtually,<00:11:35.952> and<00:11:36.096> we<00:11:36.193> learned<00:11:36.369> some<00:11:36.514> lessons<00:11:36.915> about<00:11:37.140> what's<00:11:37.397> more<00:11:37.557> efficient<00:11:38.601> and<00:11:38.746> effective<00:11:39.179> in<00:11:39.324> person.

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And<00:11:41.154> we've<00:11:41.411> slowly<00:11:41.973> been<00:11:42.134> kind<00:11:42.310> of<00:11:42.455> evolving<00:11:43.643> what<00:11:43.900> our<00:11:44.060> return<00:11:44.542> to<00:11:44.767> office,<00:11:45.489> you<00:11:45.586> know,<00:11:46.148> quote<00:11:46.373> unquote,<00:11:47.657> real,<00:11:48.058> you<00:11:48.091> know,<00:11:48.235> strategy<00:11:48.797> really<00:11:49.102> will<00:11:49.279> be<00:11:49.520> over<00:11:49.760> time.

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My<00:11:51.045> personal<00:11:51.446> belief,<00:11:51.768> and<00:11:51.848> I<00:11:51.928> think<00:11:52.153> the<00:11:52.249> belief<00:11:52.651> of<00:11:52.811> the<00:11:52.940> majority<00:11:53.454> of<00:11:53.999> the<00:11:54.096> team<00:11:54.401> here,<00:11:54.577> and<00:11:54.674> I<00:11:54.738> think<00:11:54.899> you're<00:11:54.979> starting<00:11:55.156> to<00:11:55.284> see<00:11:55.541> it<00:11:56.408> in<00:11:56.504> the<00:11:56.649> rest<00:11:56.906> of<00:11:56.970> the<00:11:57.034> marketplace,<00:11:57.789> is<00:11:57.933> that<00:11:58.592> while,<00:11:59.302> you<00:11:59.334> know,<00:11:59.496> the<00:11:59.706> days<00:12:00.125> of,<00:12:00.594> you<00:12:00.691> know,<00:12:01.239> 5<00:12:01.498> days<00:12:01.821> a<00:12:01.901> week<00:12:02.305> and<00:12:02.450> you<00:12:02.628> show<00:12:02.870> up<00:12:03.031> at<00:12:03.112> 7<00:12:03.500> and<00:12:03.596> leave<00:12:03.774> at<00:12:03.919> 6<00:12:04.953> are<00:12:05.275> probably,<00:12:06.018> you<00:12:06.099> know,<00:12:06.341> gone.

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I<00:12:07.229> still<00:12:07.552> believe<00:12:08.133> that,<00:12:08.746> you<00:12:08.778> know,<00:12:09.246> humans,<00:12:11.328> you<00:12:11.425> know,<00:12:11.586> can<00:12:11.828> be<00:12:12.797> more<00:12:13.039> productive<00:12:13.684> if<00:12:13.829> they<00:12:13.926> have<00:12:14.152> some<00:12:14.330> time<00:12:14.572> to<00:12:14.733> interact<00:12:15.459> in<00:12:15.605> a<00:12:15.701> more<00:12:15.944> natural<00:12:16.508> fashion<00:12:16.976> than,<00:12:17.315> you<00:12:17.395> know,<00:12:17.557> a<00:12:17.637> constantly<00:12:18.218> scheduled<00:12:18.766> Zoom<00:12:19.088> call.

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So<00:12:20.781> we<00:12:21.007> really<00:12:21.184> encourage<00:12:21.651> our<00:12:21.748> employees<00:12:22.377> to,<00:12:24.005> you<00:12:24.086> know,<00:12:24.247> if<00:12:24.408> they<00:12:24.569> are<00:12:24.990> hired<00:12:25.679> or<00:12:25.888> were<00:12:26.048> hired<00:12:26.385> in<00:12:26.481> a<00:12:26.545> collaborative<00:12:27.170> role<00:12:27.347> or<00:12:27.507> a<00:12:27.587> customer-facing<00:12:28.453> role,<00:12:28.630> or<00:12:28.790> they're<00:12:28.966> near<00:12:29.191> an<00:12:29.271> office<00:12:30.634> to<00:12:31.436> be<00:12:31.596> in<00:12:31.677> the<00:12:31.821> office<00:12:32.142> or<00:12:32.174> make<00:12:32.398> an<00:12:32.478> effort<00:12:32.719> to<00:12:32.815> be<00:12:32.959> in<00:12:33.024> the<00:12:33.184> office<00:12:33.457> a<00:12:33.521> few<00:12:33.697> days<00:12:33.938> a<00:12:34.066> week.

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But<00:12:35.204> we<00:12:35.349> understand<00:12:35.846> that<00:12:36.487> people<00:12:36.792> have<00:12:38.235> either<00:12:38.412> some<00:12:38.572> newfound<00:12:39.614> flexibility<00:12:40.320> requirements<00:12:41.058> or<00:12:42.180> people<00:12:42.421> just<00:12:42.581> in<00:12:42.741> general<00:12:43.062> need<00:12:43.303> time<00:12:43.543> to<00:12:43.688> do<00:12:43.864> things<00:12:45.307> in<00:12:45.387> their<00:12:45.548> personal<00:12:45.949> lives<00:12:46.350> and<00:12:46.414> that<00:12:46.654> as<00:12:46.911> long<00:12:47.087> as<00:12:47.216> they're<00:12:47.296> getting<00:12:47.456> their<00:12:47.552> job<00:12:47.873> done,<00:12:48.996> they<00:12:49.140> get<00:12:49.300> their<00:12:49.396> job<00:12:49.637> done.

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So<00:12:50.054> it's<00:12:50.663> all<00:12:50.840> about<00:12:51.241> balance<00:12:52.123> for<00:12:52.347> us.

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And<00:12:52.604> I<00:12:52.748> think<00:12:52.908> that's<00:12:53.550> different<00:12:53.967> role<00:12:54.127> by<00:12:54.352> role.

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There<00:12:54.817> are<00:12:54.865> some<00:12:55.169> roles<00:12:55.490> where<00:12:56.276> being<00:12:56.501> 100%<00:12:56.999> remote<00:12:57.272> is<00:12:57.400> completely<00:12:57.802> fine.

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There<00:12:58.219> are<00:12:58.299> other<00:12:58.524> roles<00:12:58.861> where<00:12:59.648> it's<00:12:59.809> really<00:13:00.049> important<00:13:01.270> that<00:13:01.655> folks<00:13:01.976> get<00:13:02.137> in<00:13:02.233> and<00:13:02.313> collaborate.

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And<00:13:03.020> I<00:13:03.116> think<00:13:03.983> especially<00:13:04.706> as<00:13:04.866> you're<00:13:05.043> building<00:13:05.364> a<00:13:05.444> business,<00:13:05.830> so<00:13:05.942> especially<00:13:06.809> as<00:13:06.906> you're<00:13:07.114> building<00:13:07.371> a<00:13:07.452> business<00:13:09.282> and<00:13:09.362> especially<00:13:10.021> if<00:13:10.165> you're<00:13:10.326> building<00:13:10.583> that<00:13:10.823> business<00:13:11.225> at<00:13:11.369> a,<00:13:11.610> at<00:13:11.707> a<00:13:11.787> high<00:13:12.012> rate.

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So<00:13:12.445> if<00:13:12.525> you're<00:13:12.734> a<00:13:12.830> high<00:13:13.055> growth<00:13:13.376> company,<00:13:14.902> there's<00:13:15.078> kind<00:13:15.223> of<00:13:15.319> two<00:13:15.544> aspects<00:13:16.122> to<00:13:16.347> it<00:13:16.668> that<00:13:16.780> are<00:13:16.845> important.

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One<00:13:17.631> is,<00:13:18.193> can<00:13:18.290> the<00:13:18.370> person<00:13:18.932> that<00:13:19.077> you're<00:13:19.317> asking<00:13:19.638> to<00:13:19.815> come<00:13:19.976> to<00:13:20.072> the<00:13:20.281> office<00:13:20.618> do<00:13:20.843> their<00:13:21.019> job?

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And<00:13:21.822> the<00:13:21.902> second<00:13:22.303> is,<00:13:22.543> can<00:13:22.704> the<00:13:22.800> new<00:13:23.104> people<00:13:23.425> that<00:13:23.585> are<00:13:23.745> around<00:13:24.066> that<00:13:24.371> person<00:13:24.691> or<00:13:24.723> the<00:13:25.012> other<00:13:25.188> people<00:13:25.509> in<00:13:25.589> the<00:13:25.733> office<00:13:26.054> that<00:13:26.150> are<00:13:26.230> around<00:13:26.631> that<00:13:26.855> person,<00:13:28.074> are<00:13:28.218> they<00:13:28.394> able<00:13:28.506> to<00:13:28.635> do<00:13:28.779> their<00:13:28.955> job<00:13:29.276> or<00:13:29.436> learn<00:13:29.821> or<00:13:29.981> ramp<00:13:30.382> in<00:13:30.494> as<00:13:30.638> effectively<00:13:31.376> if<00:13:31.520> that<00:13:31.680> other<00:13:31.985> person<00:13:32.386> isn't<00:13:32.642> there?

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Right.

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So<00:13:33.283> it's,<00:13:33.780> it's<00:13:34.005> twofold.

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One,<00:13:35.031> what<00:13:35.143> is<00:13:35.287> best<00:13:35.592> for<00:13:35.688> the<00:13:35.832> individual?

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And<00:13:36.473> two,<00:13:36.714> what<00:13:36.826> is<00:13:36.970> best<00:13:37.211> for<00:13:37.323> the<00:13:37.451> team?

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And<00:13:37.852> I<00:13:37.932> think<00:13:38.637> striking<00:13:39.054> a<00:13:39.134> balance<00:13:39.615> there<00:13:39.840> is<00:13:40.000> what's<00:13:40.257> really<00:13:40.497> important.

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And<00:13:41.699> I<00:13:41.779> think<00:13:41.924> you've<00:13:42.020> seen<00:13:42.244> some<00:13:42.421> businesses<00:13:42.901> that<00:13:43.030> have<00:13:43.142> struck<00:13:43.463> that,<00:13:43.687> you<00:13:43.719> know,<00:13:43.863> struck<00:13:44.088> the<00:13:44.168> right<00:13:44.344> balance<00:13:44.745> and<00:13:44.809> you've<00:13:44.905> seen<00:13:45.130> others<00:13:45.386> that<00:13:45.482> have<00:13:45.627> tilted<00:13:46.091> one,<00:13:46.348> you<00:13:46.412> know,<00:13:46.572> too<00:13:46.749> far<00:13:46.989> one<00:13:47.149> way<00:13:47.198> or<00:13:47.246> the<00:13:47.534> other.

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And<00:13:48.513> we've<00:13:48.675> tried<00:13:48.916> to<00:13:48.997> be<00:13:49.158> really<00:13:49.948> conscious<00:13:50.447> about<00:13:51.559> how<00:13:51.881> and<00:13:52.042> when<00:13:52.300> we<00:13:52.461> kind<00:13:52.687> of<00:13:52.783> change<00:13:53.911> that<00:13:54.153> balance<00:13:54.701> as<00:13:54.798> we<00:13:54.943> try<00:13:55.104> to<00:13:55.184> find<00:13:55.458> the<00:13:55.587> right<00:13:55.780> equilibrium<00:13:56.409> here.

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Yeah,<00:13:58.433> that's<00:13:58.676> interesting.

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What<00:13:59.260> have<00:13:59.390> you<00:13:59.552> learned<00:13:59.730> about<00:14:00.055> leadership<00:14:00.768> in<00:14:00.865> that<00:14:01.092> process<00:14:02.065> and<00:14:02.227> what<00:14:02.341> it<00:14:02.471> means<00:14:02.730> to<00:14:02.811> be<00:14:02.973> a<00:14:03.038> good<00:14:03.217> leader?

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Because,<00:14:04.297> I<00:14:04.313> mean,<00:14:04.894> navigating<00:14:05.766> that<00:14:06.734> takes<00:14:07.057> leadership,<00:14:07.848> right?

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Going<00:14:08.574> from<00:14:10.188> working<00:14:10.446> from<00:14:10.672> home,<00:14:11.398> doing<00:14:11.640> the<00:14:11.721> 7-to-6<00:14:12.302> stuff,<00:14:12.625> and<00:14:12.706> now<00:14:13.174> what<00:14:13.335> you<00:14:13.400> just<00:14:13.618> said.

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What<00:14:15.933> have<00:14:16.015> you<00:14:16.178> learned<00:14:16.326> about<00:14:16.489> leadership<00:14:16.833> just<00:14:16.997> in<00:14:17.161> general<00:14:17.570> and<00:14:17.636> how<00:14:17.701> have<00:14:17.881> you<00:14:17.979> applied<00:14:18.290> it<00:14:18.372> to<00:14:18.454> that<00:14:18.864> particular<00:14:19.306> problem?

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Yeah,<00:14:23.617> I<00:14:23.794> mean,<00:14:24.357> leadership<00:14:25.064> versus<00:14:25.321> management<00:14:25.883> is<00:14:26.044> a<00:14:26.108> very<00:14:26.365> different<00:14:26.687> thing.

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So,<00:14:27.490> I<00:14:27.715> think<00:14:28.679> leadership,<00:14:29.113> especially<00:14:29.740> through<00:14:30.704> what<00:14:30.800> has<00:14:31.025> been,<00:14:32.215> you<00:14:32.472> have<00:14:32.793> COVID,<00:14:33.275> you<00:14:33.355> have<00:14:33.741> what<00:14:33.853> is<00:14:33.998> now<00:14:34.239> kind<00:14:34.416> of<00:14:34.496> a<00:14:34.544> macroeconomic<00:14:35.910> environment<00:14:36.472> that's<00:14:37.356> a<00:14:38.336> little<00:14:38.561> unpredictable.

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So,<00:14:40.104> there's<00:14:40.345> been<00:14:41.309> something<00:14:41.871> that<00:14:42.000> has<00:14:42.125> kind<00:14:42.377> of<00:14:42.485> popped<00:14:42.917> up<00:14:43.495> call<00:14:43.784> it<00:14:43.864> every<00:14:44.265> year<00:14:44.506> or<00:14:44.731> two<00:14:45.229> in<00:14:45.453> one<00:14:45.630> way,<00:14:45.791> shape,<00:14:46.128> or<00:14:46.256> form.

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And<00:14:48.102> at<00:14:48.600> least<00:14:48.841> my<00:14:49.098> opinion<00:14:49.563> is<00:14:50.109> a<00:14:50.270> lot<00:14:50.511> of<00:14:50.543> that<00:14:50.687> has<00:14:50.912> to<00:14:51.089> do<00:14:51.249> with<00:14:51.410> the<00:14:51.554> way<00:14:51.731> in<00:14:51.811> which<00:14:52.036> you've<00:14:52.180> engaged<00:14:53.561> and<00:14:53.898> the<00:14:53.978> way<00:14:54.219> in<00:14:54.299> which<00:14:54.685> you've<00:14:54.926> treat,<00:14:55.488> you<00:14:55.520> know,<00:14:55.664> treated<00:14:56.082> your<00:14:56.563> employees<00:14:57.270> or<00:14:57.350> your<00:14:57.510> team<00:14:58.393> kind<00:14:58.522> of<00:14:58.618> over<00:14:58.875> time.

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So<00:14:59.501> if<00:14:59.597> you<00:14:59.903> have<00:15:00.095> a<00:15:00.159> really<00:15:00.400> strong<00:15:00.705> relationship<00:15:01.283> with<00:15:01.524> folks,<00:15:01.861> if<00:15:02.006> there's<00:15:03.113> a<00:15:03.194> high<00:15:03.434> level<00:15:03.756> of<00:15:03.852> trust<00:15:04.334> in<00:15:04.414> the<00:15:04.494> organization,<00:15:05.698> if<00:15:05.859> the<00:15:06.019> organization<00:15:06.806> understands<00:15:08.187> the<00:15:08.283> mission<00:15:08.652> you're<00:15:08.893> on<00:15:09.375> and<00:15:09.471> they're<00:15:09.632> bought<00:15:10.017> into<00:15:10.258> the<00:15:10.338> mission,<00:15:10.739> they<00:15:10.900> believe<00:15:11.317> in<00:15:11.398> what<00:15:11.542> you're<00:15:11.703> trying<00:15:11.959> to<00:15:12.056> do,<00:15:13.564> and<00:15:14.046> then<00:15:14.527> you're<00:15:14.768> able<00:15:14.992> to<00:15:15.089> explain<00:15:15.731> the<00:15:15.891> why<00:15:16.453> on<00:15:16.597> stuff<00:15:16.950> that,<00:15:17.094> you<00:15:17.191> know,<00:15:17.415> might<00:15:17.656> be<00:15:17.897> contentious<00:15:18.555> or<00:15:19.245> the<00:15:19.341> stuff<00:15:19.598> that<00:15:19.806> might<00:15:19.983> not<00:15:20.223> be,<00:15:20.624> you<00:15:20.721> know,<00:15:20.865> particularly<00:15:21.587> popular.

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And<00:15:22.325> you're<00:15:22.470> willing<00:15:22.791> to<00:15:22.855> understand<00:15:23.432> that<00:15:24.235> the<00:15:24.379> role<00:15:24.572> of<00:15:24.716> a<00:15:24.780> leader<00:15:25.037> is<00:15:25.197> not<00:15:25.358> necessarily<00:15:25.743> to<00:15:25.823> be<00:15:25.920> the<00:15:26.000> most<00:15:26.240> popular<00:15:26.642> person<00:15:26.930> in<00:15:27.043> the<00:15:27.187> room.

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It's<00:15:27.909> to<00:15:27.989> make<00:15:28.246> what's,<00:15:28.663> you<00:15:28.744> know,<00:15:28.872> the<00:15:28.904> decision<00:15:30.091> that<00:15:30.252> they<00:15:30.477> feel<00:15:30.669> is<00:15:30.894> best<00:15:31.215> for<00:15:32.097> the<00:15:32.161> organization<00:15:32.803> as<00:15:32.899> a<00:15:32.980> whole.

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Generally<00:15:34.344> speaking,<00:15:34.729> you<00:15:34.809> get<00:15:34.985> through<00:15:35.162> these<00:15:35.387> things<00:15:35.627> relatively<00:15:36.109> smoothly,<00:15:36.750> right?

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So<00:15:37.649> if<00:15:37.777> the<00:15:37.874> team<00:15:38.098> trusts<00:15:38.451> you,<00:15:38.596> if<00:15:38.901> they<00:15:39.221> are<00:15:39.382> on<00:15:39.478> a<00:15:39.494> mission<00:15:39.799> they<00:15:39.960> believe<00:15:40.345> in,<00:15:40.858> if<00:15:40.987> you're<00:15:41.148> explaining,<00:15:42.047> you<00:15:42.128> know,<00:15:42.288> kind<00:15:42.465> of<00:15:42.610> why<00:15:42.834> you're<00:15:42.947> making<00:15:43.188> the<00:15:43.268> decision<00:15:44.361> and<00:15:44.602> you're<00:15:44.762> understanding<00:15:45.421> that<00:15:45.582> the<00:15:45.662> viewpoint<00:15:46.626> that<00:15:46.851> you<00:15:47.012> have<00:15:47.285> or<00:15:47.349> the<00:15:47.429> decision<00:15:47.815> that's<00:15:47.992> being<00:15:48.232> made<00:15:48.473> by<00:15:48.554> the<00:15:48.714> business<00:15:49.678> may<00:15:49.839> not<00:15:50.080> be<00:15:50.225> the<00:15:50.289> most<00:15:50.546> popular<00:15:50.899> decision,<00:15:52.008> but<00:15:52.185> the<00:15:52.313> receivers<00:15:52.892> of<00:15:52.972> that<00:15:53.133> decision<00:15:54.161> understand<00:15:54.964> the<00:15:55.125> reasons<00:15:55.526> why<00:15:55.864> the<00:15:55.960> decision<00:15:56.426> is<00:15:56.571> being<00:15:56.828> made,<00:15:58.515> you<00:15:58.739> cut<00:15:58.996> through<00:15:59.302> a<00:15:59.318> lot<00:15:59.719> of<00:15:59.784> noise<00:16:00.989> as<00:16:01.101> opposed<00:16:01.567> to,<00:16:02.435> you<00:16:02.467> know,<00:16:02.692> being<00:16:02.917> dictatorial.

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So,<00:16:05.085> you<00:16:05.166> know,<00:16:05.262> there's<00:16:05.503> been<00:16:05.664> plenty<00:16:05.985> of<00:16:06.130> opportunities<00:16:06.788> to<00:16:06.949> test<00:16:07.270> that<00:16:07.736> you<00:16:07.768> know,<00:16:07.977> theory<00:16:08.939> over<00:16:09.260> the<00:16:09.292> last<00:16:09.661> few<00:16:09.838> years.

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And<00:16:10.785> certainly<00:16:11.266> as<00:16:11.362> you're<00:16:11.523> building<00:16:11.844> a<00:16:11.924> business,<00:16:12.389> there's<00:16:12.566> an<00:16:12.790> opportunity<00:16:13.352> for<00:16:13.608> leadership,<00:16:14.716> you<00:16:14.812> know,<00:16:15.133> almost<00:16:15.534> every<00:16:15.839> day,<00:16:17.154> if<00:16:17.299> not<00:16:17.523> every<00:16:17.700> day.

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And,<00:16:19.449> you<00:16:19.545> know,<00:16:19.706> for<00:16:19.834> me,<00:16:20.107> it's<00:16:20.331> really<00:16:20.572> about<00:16:20.989> making<00:16:21.294> sure<00:16:22.497> that<00:16:23.316> the<00:16:23.476> way<00:16:23.701> in<00:16:23.797> which,<00:16:24.503> you<00:16:24.599> know,<00:16:24.824> you're<00:16:25.000> leading<00:16:25.241> the<00:16:25.385> team<00:16:25.803> doesn't,<00:16:26.669> you<00:16:26.701> know,<00:16:26.926> ping<00:16:27.166> pong<00:16:27.407> around<00:16:27.969> based<00:16:28.354> on<00:16:28.530> the<00:16:28.627> event<00:16:29.092> or<00:16:29.252> based<00:16:29.557> on<00:16:29.653> the<00:16:29.734> crisis<00:16:30.215> of<00:16:30.295> the<00:16:30.375> day,<00:16:30.777> but<00:16:30.937> that<00:16:31.081> you're,<00:16:31.418> you<00:16:31.964> know,<00:16:32.124> kind<00:16:32.301> of<00:16:32.333> steady<00:16:32.702> in<00:16:32.798> the<00:16:32.927> way<00:16:33.039> in<00:16:33.167> which<00:16:33.328> you<00:16:33.360> have<00:16:33.504> engaged<00:16:34.082> and<00:16:34.226> steady<00:16:34.611> in<00:16:34.691> the<00:16:34.772> way<00:16:34.932> in<00:16:35.012> which<00:16:35.109> you've<00:16:35.349> built<00:16:35.574> trust.

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And<00:16:36.737> if<00:16:36.817> you<00:16:36.898> do<00:16:37.060> that,<00:16:37.853> you<00:16:37.886> know,<00:16:38.096> you're<00:16:38.193> going<00:16:38.339> to<00:16:38.404> have<00:16:38.533> a<00:16:38.598> receptive<00:16:39.164> team<00:16:39.407> to<00:16:39.488> work<00:16:39.731> with<00:16:39.974> you<00:16:40.135> to<00:16:40.216> make<00:16:40.378> sure<00:16:40.556> that<00:16:40.686> you're<00:16:40.848> achieving<00:16:41.268> the<00:16:41.349> mission<00:16:42.644> that<00:16:42.806> you're<00:16:43.033> on.

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I<00:16:44.344> can't<00:16:44.570> help<00:16:44.748> but<00:16:44.829> notice<00:16:45.040> this<00:16:45.251> knight<00:16:45.705> helmet<00:16:46.192> you<00:16:46.290> have<00:16:46.680> here<00:16:46.858> in<00:16:46.939> the<00:16:47.021> background.

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What,<00:16:48.157> what<00:16:48.385> is,<00:16:48.645> what's<00:16:48.888> the<00:16:48.969> significance<00:16:49.538> of<00:16:49.684> that<00:16:49.927> thing?

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Oh,<00:16:51.714> that's<00:16:52.020> a<00:16:52.116> long,<00:16:52.761> that's<00:16:53.002> a<00:16:53.147> long<00:16:53.469> story.

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We,<00:16:55.659> it<00:16:55.804> was,<00:16:56.448> this<00:16:56.690> was<00:16:56.932> from<00:16:57.173> like<00:16:57.576> 8<00:16:57.817> years<00:16:58.075> ago.

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I<00:16:58.381> left<00:16:58.655> it<00:16:58.735> in<00:16:58.816> the<00:16:58.961> room,<00:17:00.314> but<00:17:00.491> we<00:17:00.620> had<00:17:00.884> a,<00:17:01.712> we<00:17:01.878> had<00:17:02.126> one<00:17:02.292> of<00:17:02.325> our<00:17:02.557> leaders<00:17:02.970> here<00:17:03.219> that<00:17:03.384> was<00:17:04.597> you<00:17:04.629> know,<00:17:04.854> going<00:17:05.159> into<00:17:05.416> battle<00:17:05.817> on<00:17:05.961> a<00:17:05.977> specific<00:17:06.603> deal.

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And<00:17:07.341> he's<00:17:07.566> got<00:17:07.743> a<00:17:07.823> good<00:17:07.999> sense<00:17:08.304> of<00:17:08.368> humor.

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One<00:17:08.866> day<00:17:09.010> he<00:17:09.107> came<00:17:09.347> into<00:17:09.508> the<00:17:09.733> office<00:17:10.070> wearing<00:17:10.374> like<00:17:10.551> a<00:17:10.567> knight<00:17:10.936> helmet.

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He<00:17:13.440> passed<00:17:13.841> it<00:17:13.921> over<00:17:14.162> to<00:17:14.226> me<00:17:14.483> and<00:17:14.627> I<00:17:14.643> was—<00:17:15.285> one<00:17:15.446> day<00:17:15.670> I<00:17:15.686> was<00:17:15.863> about<00:17:16.087> to<00:17:16.232> take<00:17:16.424> it<00:17:16.553> home<00:17:16.810> and<00:17:16.858> I'm<00:17:16.970> like,<00:17:17.275> oh<00:17:17.371> no,<00:17:17.516> I<00:17:17.708> got<00:17:17.837> to,<00:17:18.013> I<00:17:18.093> got<00:17:18.206> to<00:17:18.254> keep<00:17:18.495> this<00:17:18.719> up<00:17:18.880> here.

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It's<00:17:19.153> a<00:17:19.217> good<00:17:19.441> conversation<00:17:20.164> starter.

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And<00:17:21.239> now<00:17:21.447> you've<00:17:21.624> proven<00:17:21.881> it<00:17:22.009> once<00:17:22.202> again.

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That's<00:17:24.529> incredible.

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Well,<00:17:25.540> Nick,<00:17:25.716> I<00:17:25.796> can't<00:17:26.021> thank<00:17:26.133> you<00:17:26.214> enough<00:17:26.663> for<00:17:26.775> spending<00:17:27.032> some<00:17:27.176> time<00:17:27.337> with<00:17:27.481> us<00:17:27.626> at<00:17:27.658> CEO.com.

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We<00:17:28.524> believe<00:17:29.487> chances<00:17:30.209> given<00:17:31.237> are<00:17:31.413> just<00:17:31.654> as<00:17:31.734> important<00:17:32.071> as<00:17:32.200> the<00:17:32.296> chances<00:17:32.697> one<00:17:32.858> takes.

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And<00:17:33.403> I<00:17:33.580> end<00:17:33.885> every<00:17:34.222> interview<00:17:34.479> the<00:17:34.559> same<00:17:34.928> way<00:17:35.185> with<00:17:35.346> this<00:17:35.506> same<00:17:35.827> question.

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And<00:17:37.015> I<00:17:37.175> wonder<00:17:38.058> who<00:17:38.299> has<00:17:38.540> given<00:17:38.877> you<00:17:39.037> a<00:17:39.262> chance<00:17:39.920> that<00:17:40.000> has<00:17:40.225> led<00:17:40.803> to<00:17:41.028> you<00:17:41.268> being<00:17:41.525> to<00:17:41.686> where<00:17:41.910> you<00:17:42.087> are<00:17:42.328> today?

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Yeah,<00:17:44.960> good<00:17:45.121> question.

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So<00:17:46.999> I'll<00:17:47.143> tell<00:17:47.255> a<00:17:47.368> little<00:17:47.528> bit<00:17:47.608> of<00:17:47.641> a<00:17:47.705> story<00:17:48.026> here.

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So,<00:17:48.491> you<00:17:48.523> know,<00:17:48.652> I<00:17:48.812> graduated<00:17:49.246> from<00:17:49.406> school,<00:17:50.016> you<00:17:50.048> know,<00:17:50.658> I<00:17:51.220> was<00:17:51.396> a<00:17:51.477> track,<00:17:52.199> you<00:17:52.279> know,<00:17:52.440> track<00:17:52.681> and<00:17:52.761> field,<00:17:53.002> cross-country<00:17:53.708> athlete,<00:17:55.554> you<00:17:55.586> know,<00:17:56.372> thought<00:17:56.597> I<00:17:56.677> was<00:17:56.838> going<00:17:56.918> to<00:17:57.014> go<00:17:57.255> into<00:17:57.496> the<00:17:57.656> legal<00:17:57.977> or<00:17:58.058> policy<00:17:58.603> fields.

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And<00:18:01.412> met<00:18:01.573> a<00:18:01.653> few<00:18:01.894> people<00:18:02.873> that<00:18:03.178> were<00:18:03.676> in<00:18:03.820> the<00:18:03.917> technology<00:18:04.463> industry.

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I<00:18:04.960> didn't<00:18:05.121> know<00:18:05.281> anything<00:18:05.602> about<00:18:05.843> technology<00:18:06.871> when<00:18:07.031> I<00:18:07.111> got<00:18:07.288> out<00:18:07.384> of<00:18:07.448> school<00:18:09.038> and<00:18:09.134> was<00:18:09.295> introduced<00:18:10.579> to<00:18:10.739> a<00:18:10.820> few<00:18:10.916> different<00:18:11.205> people<00:18:11.783> at<00:18:11.863> a<00:18:11.927> company<00:18:12.248> called<00:18:12.425> Compellent<00:18:12.826> Technologies.

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So<00:18:13.613> Brian<00:18:13.950> Bell,<00:18:14.753> Dennis<00:18:15.058> Johnson<00:18:15.539> were<00:18:15.636> two.

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And<00:18:16.021> when<00:18:16.117> I<00:18:16.342> originally<00:18:16.856> interviewed,<00:18:17.722> they're<00:18:17.819> like,<00:18:18.027> hey,<00:18:18.605> sorry,<00:18:18.991> we're<00:18:19.264> not<00:18:19.472> hiring<00:18:19.809> young<00:18:20.050> bucks<00:18:20.291> here,<00:18:20.772> you<00:18:20.933> know,<00:18:21.575> better<00:18:21.800> luck<00:18:22.057> next<00:18:22.298> time.

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But<00:18:22.763> we're<00:18:22.859> more<00:18:23.100> than<00:18:23.245> willing<00:18:23.518> to,<00:18:23.967> you<00:18:23.999> know,<00:18:24.144> engage<00:18:24.561> with<00:18:24.770> you<00:18:24.866> and<00:18:25.011> help<00:18:25.187> you<00:18:25.219> to<00:18:25.332> understand<00:18:25.749> the<00:18:25.909> industry.

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And<00:18:27.033> we<00:18:27.130> stayed<00:18:27.435> in<00:18:27.515> touch<00:18:28.141> and<00:18:28.800> those<00:18:29.041> two<00:18:29.201> guys<00:18:29.442> gave<00:18:29.603> me<00:18:29.683> my<00:18:29.843> first,<00:18:30.325> you<00:18:30.405> know,<00:18:30.566> chance<00:18:31.032> at<00:18:31.353> Compellent.

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I<00:18:32.156> was<00:18:32.413> very<00:18:32.830> early<00:18:33.055> at<00:18:33.135> that<00:18:33.280> company<00:18:33.778> and<00:18:34.018> did<00:18:34.163> a<00:18:34.324> bunch<00:18:34.581> of<00:18:34.613> different<00:18:34.902> roles<00:18:35.303> there<00:18:36.813> and<00:18:36.909> kind<00:18:37.086> of<00:18:37.230> learned,<00:18:37.872> you<00:18:37.937> know,<00:18:38.194> about<00:18:38.434> the<00:18:38.595> industry,<00:18:39.237> learned<00:18:39.478> about<00:18:39.783> what<00:18:39.896> it<00:18:40.024> took<00:18:40.297> to<00:18:40.442> build<00:18:40.618> a<00:18:40.747> company<00:18:41.148> that<00:18:41.245> was<00:18:41.405> relatively<00:18:41.967> small<00:18:42.433> into<00:18:42.609> something<00:18:43.075> that<00:18:43.653> became<00:18:43.974> a<00:18:44.055> publicly<00:18:44.456> traded<00:18:44.777> company<00:18:45.339> and<00:18:45.420> then<00:18:45.580> got<00:18:45.757> acquired<00:18:46.222> by<00:18:46.463> Dell.

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And,<00:18:48.390> you<00:18:48.551> know,<00:18:48.615> that<00:18:48.711> didn't<00:18:49.016> happen<00:18:49.418> without<00:18:49.819> kind<00:18:49.996> of<00:18:50.060> the<00:18:50.173> initial<00:18:51.345> opportunity<00:18:52.084> there.

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And<00:18:52.710> it's<00:18:52.822> a<00:18:52.951> really<00:18:55.535> interesting<00:18:56.032> story<00:18:56.642> in<00:18:56.722> the<00:18:56.818> way<00:18:57.059> that<00:18:57.300> we<00:18:57.460> engage<00:18:57.845> our<00:18:58.021> teams,<00:18:58.663> you<00:18:58.743> know,<00:18:58.904> here<00:18:59.128> today<00:18:59.465> as<00:18:59.626> well,<00:18:59.947> right?

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So<00:19:00.813> I<00:19:00.909> started<00:19:01.374> as<00:19:01.487> an<00:19:01.615> SDR,<00:19:02.417> right?

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And<00:19:03.235> within<00:19:03.540> the<00:19:03.572> sales<00:19:03.941> ranks,<00:19:04.278> that<00:19:04.455> is<00:19:04.599> the<00:19:04.695> most<00:19:05.064> junior<00:19:05.465> role.

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But<00:19:06.909> you<00:19:07.070> can<00:19:07.246> learn<00:19:07.471> a<00:19:07.711> lot<00:19:08.128> in<00:19:08.273> an<00:19:08.369> earlier<00:19:08.706> stage<00:19:09.091> company<00:19:09.572> in<00:19:09.877> any<00:19:10.118> role<00:19:10.358> within<00:19:10.679> that<00:19:10.856> business<00:19:11.738> just<00:19:11.898> because<00:19:12.219> of<00:19:12.300> how<00:19:12.396> much<00:19:12.604> you're<00:19:12.765> exposed<00:19:13.262> to.

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And<00:19:13.984> Dennis<00:19:14.289> and<00:19:14.369> Brian<00:19:14.706> gave<00:19:14.802> me<00:19:15.027> that<00:19:15.203> opportunity.

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And,<00:19:16.471> you<00:19:16.551> know,<00:19:16.711> we've<00:19:16.936> given<00:19:17.193> kind<00:19:17.433> of<00:19:17.594> over<00:19:18.476> time<00:19:18.797> here<00:19:19.021> at<00:19:19.118> Arctic<00:19:19.439> Wolf,<00:19:19.743> you<00:19:19.775> know,<00:19:19.904> hundreds<00:19:20.738> of<00:19:20.882> people<00:19:21.139> that<00:19:21.348> same<00:19:21.588> opportunity<00:19:22.246> and<00:19:22.390> at<00:19:22.567> Code42<00:19:23.369> and<00:19:23.449> at<00:19:23.529> Compellent.

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You<00:19:24.492> know,<00:19:24.652> hundreds<00:19:25.053> more.

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So<00:19:25.613> it's,<00:19:25.934> it's<00:19:26.110> a<00:19:26.174> story<00:19:26.655> that,<00:19:27.056> you<00:19:27.152> know,<00:19:27.360> I'm<00:19:27.536> able<00:19:27.713> to<00:19:27.793> tell,<00:19:28.177> but<00:19:28.562> it's<00:19:28.962> also<00:19:29.299> an<00:19:29.379> interesting<00:19:29.764> story<00:19:30.260> in<00:19:30.340> that<00:19:31.062> I<00:19:31.222> think<00:19:31.446> most<00:19:31.702> people<00:19:33.129> that<00:19:33.209> have<00:19:33.305> kind<00:19:33.529> of<00:19:33.625> gone<00:19:33.930> through<00:19:34.106> this<00:19:34.330> journey<00:19:34.667> in<00:19:34.907> Minnesota<00:19:35.548> Tech<00:19:35.869> have<00:19:36.109> touched<00:19:36.429> each<00:19:36.590> other<00:19:36.814> one<00:19:36.990> way<00:19:37.135> or<00:19:37.231> another<00:19:38.176> through<00:19:38.336> a<00:19:38.368> similar,<00:19:38.849> similar<00:19:39.218> story.

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So<00:19:39.859> it's,<00:19:40.131> it's<00:19:40.355> been,<00:19:40.676> uh,<00:19:40.996> it's<00:19:41.076> been<00:19:41.301> fun<00:19:41.637> and,<00:19:42.422> uh,<00:19:42.535> it's<00:19:42.759> been,<00:19:43.063> it's<00:19:43.224> been<00:19:43.336> enjoyable<00:19:43.881> to<00:19:44.025> kind<00:19:44.185> of<00:19:44.265> take<00:19:44.441> that<00:19:44.682> journey<00:19:44.986> with<00:19:45.162> a<00:19:45.178> lot<00:19:45.387> of<00:19:45.419> these<00:19:45.627> people.

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And,<00:19:46.508> and<00:19:46.605> Brian,<00:19:47.310> uh,<00:19:47.406> just<00:19:47.566> so<00:19:47.710> happens<00:19:48.063> to<00:19:48.207> work,<00:19:48.752> you<00:19:48.784> know,<00:19:49.152> on<00:19:49.232> our<00:19:49.409> leadership<00:19:49.809> team<00:19:50.050> here<00:19:50.226> now.

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So<00:19:51.508> that<00:19:51.717> story<00:19:52.119> has<00:19:52.279> come<00:19:52.601> full<00:19:52.777> circle<00:19:53.259> and<00:19:54.287> it's<00:19:54.785> a<00:19:54.849> fun<00:19:55.106> one<00:19:55.267> to<00:19:55.749> continue<00:19:56.150> to<00:19:56.215> live.

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That's<00:19:57.516> incredible.

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Nick,<00:19:58.399> again,<00:19:58.704> I<00:19:58.785> can't<00:19:59.026> thank<00:19:59.138> you<00:19:59.218> enough<00:19:59.427> for<00:19:59.588> coming<00:19:59.845> on,<00:20:00.648> spending<00:20:00.889> some<00:20:01.050> time<00:20:01.290> with<00:20:01.387> us.

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Congrats<00:20:02.013> on<00:20:02.094> everything<00:20:02.431> you've<00:20:02.576> built<00:20:03.041> and<00:20:03.138> continue<00:20:03.539> to<00:20:03.700> build,<00:20:04.342> and<00:20:04.567> we'll<00:20:05.065> follow<00:20:05.306> along<00:20:05.804> and<00:20:05.884> we'll<00:20:06.029> be<00:20:06.109> in<00:20:06.190> touch<00:20:06.366> in<00:20:06.511> the<00:20:06.591> future.

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Great.

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Thanks<00:20:08.663> for<00:20:08.760> having<00:20:08.985> me.

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Thanks,<00:20:09.707> Nick.

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See<00:20:11.394> ya.