Soumya Murthy

And so the growth happened more naturally once we figured out what that talent gap was.

Now,

Two drivers, you're going to get a lot of burned out people.

I'm including myself in that.

We needed someone who weren't reacting to two hyper-assertive push, push, push people.

Shiva's not here, but I'm sure he'll admit he's one of them, too.

He's a founder, after all.

So what we found was this incredible leader who had the steadiness, could meet metrics, but was an outstanding tactician, right?

Really solid MIT, IIT roots.

could build out these services templates, we naturally graduated him to product leadership.

What we were grooming him for was deep listening, empathy, things that we didn't have the flexibility, Gobi, we needed to stay in our driver roots.

So he started to build in, because he had to now get customer success managers, engineers, all on a delivery path.

He got us all the way to biweekly release, which we weren't able to establish before his leadership.

Did a phenomenal job of also then

our customers needed to see bench strength, not just two, three executives running the show, right?

Again, we're up against, at this point in our game, we were up against Salesforce and Microsoft winning deals there.

They wanted to see bench strength, so this leader starts to groom those around him, and we start to groom him, naturally has the ability, starts to become a nurturer, and we coach him a bit on Gaining Mastery and how to bring customers along and make it their idea.

He now runs that entire and is now owner of platform for W Energy and is doing phenomenally in that area.

And the X Factor guy, right?

Very different character.