Tameem Hourani

The problem we were solving at Wayfair was around deploying six or 700 times the data production. And if you think about all the public company requirements that wrap around that, it's pretty crazy, right?

The problem we were solving at Wayfair was around deploying six or 700 times the data production. And if you think about all the public company requirements that wrap around that, it's pretty crazy, right?

The problem we were solving at Wayfair was around deploying six or 700 times the data production. And if you think about all the public company requirements that wrap around that, it's pretty crazy, right?

You've got to do a ton of audits, you've got to do a ton of paper trails, you've got to make sure your SOX compliance and your PCI compliance, there's all these requirements that are enforced just by proxy being a public company and then by proxy being over a billion dollars. We solved those problems using platforms like ServiceNow and some custom code.

You've got to do a ton of audits, you've got to do a ton of paper trails, you've got to make sure your SOX compliance and your PCI compliance, there's all these requirements that are enforced just by proxy being a public company and then by proxy being over a billion dollars. We solved those problems using platforms like ServiceNow and some custom code.

You've got to do a ton of audits, you've got to do a ton of paper trails, you've got to make sure your SOX compliance and your PCI compliance, there's all these requirements that are enforced just by proxy being a public company and then by proxy being over a billion dollars. We solved those problems using platforms like ServiceNow and some custom code.

But when I went to talk about them at conferences, very quickly realized a lot of public companies, especially in the banking sector, had the same exact problems. They're not able to adopt true DevOps methodologies or practices or whatever buzzword you might use just because of all the regulatory boundaries. My name is Tamim Harani. I'm the founder and SE at RedDev.

But when I went to talk about them at conferences, very quickly realized a lot of public companies, especially in the banking sector, had the same exact problems. They're not able to adopt true DevOps methodologies or practices or whatever buzzword you might use just because of all the regulatory boundaries. My name is Tamim Harani. I'm the founder and SE at RedDev.

But when I went to talk about them at conferences, very quickly realized a lot of public companies, especially in the banking sector, had the same exact problems. They're not able to adopt true DevOps methodologies or practices or whatever buzzword you might use just because of all the regulatory boundaries. My name is Tamim Harani. I'm the founder and SE at RedDev.

So we're more of a services company. I hesitate to use consulting because we do not want to be consultants. We're very engineering heavy. Started because I've been burned multiple times by consulting firms. And I think there's a very big argument in the tech space of whether you do or don't use consultants or whether they add value or not. And I've been burned by that several times in my career.

So we're more of a services company. I hesitate to use consulting because we do not want to be consultants. We're very engineering heavy. Started because I've been burned multiple times by consulting firms. And I think there's a very big argument in the tech space of whether you do or don't use consultants or whether they add value or not. And I've been burned by that several times in my career.

So we're more of a services company. I hesitate to use consulting because we do not want to be consultants. We're very engineering heavy. Started because I've been burned multiple times by consulting firms. And I think there's a very big argument in the tech space of whether you do or don't use consultants or whether they add value or not. And I've been burned by that several times in my career.

What we essentially do is we try to be an extension, a very engineering heavy extension of our customer's teams, focused specifically on ServiceNow and Datadog. What we do is we help customers deploy the platforms, we help build products on top of the platforms. So we've got about 40 plus plugins for Datadog that help customers expand the usage of Datadog.

What we essentially do is we try to be an extension, a very engineering heavy extension of our customer's teams, focused specifically on ServiceNow and Datadog. What we do is we help customers deploy the platforms, we help build products on top of the platforms. So we've got about 40 plus plugins for Datadog that help customers expand the usage of Datadog.

What we essentially do is we try to be an extension, a very engineering heavy extension of our customer's teams, focused specifically on ServiceNow and Datadog. What we do is we help customers deploy the platforms, we help build products on top of the platforms. So we've got about 40 plus plugins for Datadog that help customers expand the usage of Datadog.

And then on the ServiceNow side, we really try to bring an engineering-first approach to the way customers use ServiceNow. It's a very business-heavy platform, very kind of process consulting. Spend six months putting PowerPoints together before you get to use it. That really is not what we're trying to go after.

And then on the ServiceNow side, we really try to bring an engineering-first approach to the way customers use ServiceNow. It's a very business-heavy platform, very kind of process consulting. Spend six months putting PowerPoints together before you get to use it. That really is not what we're trying to go after.

And then on the ServiceNow side, we really try to bring an engineering-first approach to the way customers use ServiceNow. It's a very business-heavy platform, very kind of process consulting. Spend six months putting PowerPoints together before you get to use it. That really is not what we're trying to go after.

We're very tight to value, get the customers up and running, and really partner with them long-term on the engineering front. Consulting is a hard industry to be valuable at, right? Because a lot of consultants do it because it's very fast cash, like you're charging for time. And there's really not a lot of value in charging for time unless you're providing something very specific.

We're very tight to value, get the customers up and running, and really partner with them long-term on the engineering front. Consulting is a hard industry to be valuable at, right? Because a lot of consultants do it because it's very fast cash, like you're charging for time. And there's really not a lot of value in charging for time unless you're providing something very specific.