Brett Hurt

And so I had a huge amount of scar tissue.

We had to let go of two-thirds of the people.

I lived in San Francisco at the time.

We're in Austin now.

And I would tell my wife, I literally feel like I'm being punched in the gut.

But ultimately, I got the company back on a good track alongside a great team.

And we've signed Walmart and built back up into a big company.

We became rated the number one in the industry by Forrester Research, who is the most important research firm in that particular industry for retail.

And that was back in the days of Kate Delhagen and a bunch of other amazing people that work there.

And so once it got to a point where I was like, okay, it's undeniably going to be successful.

Now, I will tell you that I wish that the CEO that took it forward didn't sell it so early, but it had gone through some trauma.

Honestly, it could have been an IPO just a couple of years later.

But I guess that he and the board felt like that was a compelling offer.

But they kind of missed the hockey stick that was coming in SaaS just a couple of years later.

So the multiple wasn't as great as it could have been.

And it really changed IBM.

I mean, it became IBM's core analytics stack, but it could have been so much more

Yeah.

Yeah.

That was the toughest conversation we ever had, actually, because there's a lot of romance in starting a company together.