Matt Van Itallie

Well, the third value of ours is growth and And that includes really speaking up if you disagree and including telling me no. I think it's super important for organizations, certainly for SEMA, to be real with each other and to override, including to push back against the CEO. Always confident, but not always right. Someone once said about another CEO, and I'm sure it's true about me.

Well, the third value of ours is growth and And that includes really speaking up if you disagree and including telling me no. I think it's super important for organizations, certainly for SEMA, to be real with each other and to override, including to push back against the CEO. Always confident, but not always right. Someone once said about another CEO, and I'm sure it's true about me.

Well, the third value of ours is growth and And that includes really speaking up if you disagree and including telling me no. I think it's super important for organizations, certainly for SEMA, to be real with each other and to override, including to push back against the CEO. Always confident, but not always right. Someone once said about another CEO, and I'm sure it's true about me.

And so we have really rigorous discussion about what we should prioritize. This is a product for engineers, and so our users... Our engineers who are building it and other engineers at the company definitely have a seat at the table on the roadmap. We are as fanatical as we possibly can be on getting feedback from our customers.

And so we have really rigorous discussion about what we should prioritize. This is a product for engineers, and so our users... Our engineers who are building it and other engineers at the company definitely have a seat at the table on the roadmap. We are as fanatical as we possibly can be on getting feedback from our customers.

And so we have really rigorous discussion about what we should prioritize. This is a product for engineers, and so our users... Our engineers who are building it and other engineers at the company definitely have a seat at the table on the roadmap. We are as fanatical as we possibly can be on getting feedback from our customers.

And hopefully we're just on the edge of annoying, maybe slightly past, because what they want goes. Certainly when it comes to how we can make it an incredibly delightful product, it's just not possible to get enough feedback from users. So we spend a ton of time on that. We spent a lot of time on wireframing and writing and showing proofs of concepts before they're even built.

And hopefully we're just on the edge of annoying, maybe slightly past, because what they want goes. Certainly when it comes to how we can make it an incredibly delightful product, it's just not possible to get enough feedback from users. So we spend a ton of time on that. We spent a lot of time on wireframing and writing and showing proofs of concepts before they're even built.

And hopefully we're just on the edge of annoying, maybe slightly past, because what they want goes. Certainly when it comes to how we can make it an incredibly delightful product, it's just not possible to get enough feedback from users. So we spend a ton of time on that. We spent a lot of time on wireframing and writing and showing proofs of concepts before they're even built.

So the scrappiness idea, if we built this, would you care? What problem does it actually solve? And does it actually really matter? Something I've learned in my journey as an early stage product CEO is there are so many different variations of Yes, but almost all of them really are no unless someone's actually going to pay you. Idea sounds great. Oh, that's really interesting. Oh, I'd love it.

So the scrappiness idea, if we built this, would you care? What problem does it actually solve? And does it actually really matter? Something I've learned in my journey as an early stage product CEO is there are so many different variations of Yes, but almost all of them really are no unless someone's actually going to pay you. Idea sounds great. Oh, that's really interesting. Oh, I'd love it.

So the scrappiness idea, if we built this, would you care? What problem does it actually solve? And does it actually really matter? Something I've learned in my journey as an early stage product CEO is there are so many different variations of Yes, but almost all of them really are no unless someone's actually going to pay you. Idea sounds great. Oh, that's really interesting. Oh, I'd love it.

Yeah, I could imagine doing it. It's all no until they actually pay and really just being okay to be blunt. Does this matter to you? We think it's interesting. We think it has value. But really, what do you think and why do you think that? We really try to be relentless on understanding the why, the what and the why of what people actually care about.

Yeah, I could imagine doing it. It's all no until they actually pay and really just being okay to be blunt. Does this matter to you? We think it's interesting. We think it has value. But really, what do you think and why do you think that? We really try to be relentless on understanding the why, the what and the why of what people actually care about.

Yeah, I could imagine doing it. It's all no until they actually pay and really just being okay to be blunt. Does this matter to you? We think it's interesting. We think it has value. But really, what do you think and why do you think that? We really try to be relentless on understanding the why, the what and the why of what people actually care about.

Took a little bit of trial and error. The first measure of fit is demonstrated matching with our values, ownership, growth, excellence, scrappiness, and That doesn't mean some people couldn't be awesome in other circumstances, but we head in one direction and that direction is based on our values and folks have to be on board with that.

Took a little bit of trial and error. The first measure of fit is demonstrated matching with our values, ownership, growth, excellence, scrappiness, and That doesn't mean some people couldn't be awesome in other circumstances, but we head in one direction and that direction is based on our values and folks have to be on board with that.

Took a little bit of trial and error. The first measure of fit is demonstrated matching with our values, ownership, growth, excellence, scrappiness, and That doesn't mean some people couldn't be awesome in other circumstances, but we head in one direction and that direction is based on our values and folks have to be on board with that.

Second, we are really insistent on following our communication norms. We happen to be a global remote organization, but I frankly would do this even if we're all sitting in the same building. That means in practice that we are intentional about how we communicate, that we communicate about how we communicate, and that we know what our colleagues' preferences are.

Second, we are really insistent on following our communication norms. We happen to be a global remote organization, but I frankly would do this even if we're all sitting in the same building. That means in practice that we are intentional about how we communicate, that we communicate about how we communicate, and that we know what our colleagues' preferences are.