Umaimah Khan

I would say the team, first and foremost, like I wake up every day and I'm just like, I can't believe that these people chose to like come here and work this hard with me, basically. That's first and foremost. I think the second thing is a lot of the things we've talked about as a product, and I don't say this as like a diss on us, but

I would say the team, first and foremost, like I wake up every day and I'm just like, I can't believe that these people chose to like come here and work this hard with me, basically. That's first and foremost. I think the second thing is a lot of the things we've talked about as a product, and I don't say this as like a diss on us, but

I would say the team, first and foremost, like I wake up every day and I'm just like, I can't believe that these people chose to like come here and work this hard with me, basically. That's first and foremost. I think the second thing is a lot of the things we've talked about as a product, and I don't say this as like a diss on us, but

They are just how you think about good system building to scale across many things. We've seen the entire DevOps space, like CI, CD, mature as an industry in the last 10 years. And a lot of that just came from this idea of good engineers thinking very carefully about what reliability and infrastructure look like there.

They are just how you think about good system building to scale across many things. We've seen the entire DevOps space, like CI, CD, mature as an industry in the last 10 years. And a lot of that just came from this idea of good engineers thinking very carefully about what reliability and infrastructure look like there.

They are just how you think about good system building to scale across many things. We've seen the entire DevOps space, like CI, CD, mature as an industry in the last 10 years. And a lot of that just came from this idea of good engineers thinking very carefully about what reliability and infrastructure look like there.

And I think that we're starting to get to a point where people understand this is necessary in identity and access as well. Right.

And I think that we're starting to get to a point where people understand this is necessary in identity and access as well. Right.

And I think that we're starting to get to a point where people understand this is necessary in identity and access as well. Right.

And I'm really proud of the fact that as a market, there has been enough maturity over the last couple of years that people are starting to stand up and take notice of that and are now thinking about this problem from this perspective, as opposed to, oh, I'm building a ticketing platform that's going to allow me to have this one workflow for everything.

And I'm really proud of the fact that as a market, there has been enough maturity over the last couple of years that people are starting to stand up and take notice of that and are now thinking about this problem from this perspective, as opposed to, oh, I'm building a ticketing platform that's going to allow me to have this one workflow for everything.

And I'm really proud of the fact that as a market, there has been enough maturity over the last couple of years that people are starting to stand up and take notice of that and are now thinking about this problem from this perspective, as opposed to, oh, I'm building a ticketing platform that's going to allow me to have this one workflow for everything.

On the product and edge side, there have definitely been things I look back and I say, I shouldn't have prioritized that. For example, there's this class of ill-fated UX redesigns, which are incredibly painful and very resource intensive that I think back to and I'm like, man, it just feels like the team was on a merry goose chase for three months.

On the product and edge side, there have definitely been things I look back and I say, I shouldn't have prioritized that. For example, there's this class of ill-fated UX redesigns, which are incredibly painful and very resource intensive that I think back to and I'm like, man, it just feels like the team was on a merry goose chase for three months.

On the product and edge side, there have definitely been things I look back and I say, I shouldn't have prioritized that. For example, there's this class of ill-fated UX redesigns, which are incredibly painful and very resource intensive that I think back to and I'm like, man, it just feels like the team was on a merry goose chase for three months.

In terms of how you respond to it, my perspective on things like this is honesty is the best policy. You own up, you explain why you made the decision you made, you explain how we got to this point, why it's and just open the space for feedback and how as a team, we won't find ourselves in similar positions. How can we learn from these things? The reality is you make a lot of mistakes.

In terms of how you respond to it, my perspective on things like this is honesty is the best policy. You own up, you explain why you made the decision you made, you explain how we got to this point, why it's and just open the space for feedback and how as a team, we won't find ourselves in similar positions. How can we learn from these things? The reality is you make a lot of mistakes.

In terms of how you respond to it, my perspective on things like this is honesty is the best policy. You own up, you explain why you made the decision you made, you explain how we got to this point, why it's and just open the space for feedback and how as a team, we won't find ourselves in similar positions. How can we learn from these things? The reality is you make a lot of mistakes.

The question is, do you make the same mistakes over and over again or are they learning opportunities?

The question is, do you make the same mistakes over and over again or are they learning opportunities?