James Davies

if I would run product in our engineering team.

And so I transitioned into that for a number of years and got really hands-on with the tech, helped to organize the team and just make sure that we were prioritizing what we were working on within our platform and making sure that the customer's priorities were our priorities.

And so that went really well for a number of years.

We recognized that there was a need for some more organization in the company.

Our founder is your traditional visionary kind of guy.

And so they asked me to then become the chief operating officer and implement some of the same, really the same practices that we did on our engineering team, run the company on more of a cadence work.

We set objectives and we check in on a regular cadence, etc.

So I did that for a while.

And the founder and I just have a fantastic relationship.

We're like brothers.

And he had some changes in his life where his kids were off to college.

He'd been working on the company for a really long time and asked me to take over as CEO just over 13, 14 months ago.

Like many startups or smaller companies, you've got a founder or a CEO that's really leading sales.

And I recognized quickly that we could build the best product and we've been working on just a fantastic product for a long time.

But we're not putting enough resources or emphasis on go to market.

So the first kind of I'll say MVP was was building up a growth team really from scratch.

Based on some lessons learned over the years, I decided that I'd head up that initiative.

And so I started to slowly hire a full-time marketing person and a full-time salesperson and a partner manager and really just get them going.

And I stayed the... I'll say the...

What you would traditionally have is a chief revenue officer and stayed in that role.