Zac Smith

And then you also get a little bit of a different lens on the world. Running the digital side at Equinix, I was more of the technology-focused person at a big global real estate company. And so I had a first person view working with our partners like Nvidia, like with Intel, like with Dell, with VMware.

And then you also get a little bit of a different lens on the world. Running the digital side at Equinix, I was more of the technology-focused person at a big global real estate company. And so I had a first person view working with our partners like Nvidia, like with Intel, like with Dell, with VMware.

Those were all very different conversations than I would have had as a startup because we had something that they really wanted and needed. It was very different than, you know, conversations that a startup has with those kinds of big organizations. So that was super cool because we did some awesome stuff and we were able to unlock things that would have never been possible

Those were all very different conversations than I would have had as a startup because we had something that they really wanted and needed. It was very different than, you know, conversations that a startup has with those kinds of big organizations. So that was super cool because we did some awesome stuff and we were able to unlock things that would have never been possible

I think, for a smaller organization. But then after three years, which was, I would say, a very measured process that we had with Equinix, they wanted to acquire the business to help make their platform, which is hundreds of data centers around the world, more digital.

I think, for a smaller organization. But then after three years, which was, I would say, a very measured process that we had with Equinix, they wanted to acquire the business to help make their platform, which is hundreds of data centers around the world, more digital.

And so the first two or three years were about kind of working through at the pace to integrate some of those capabilities from the packet acquisition into that broader company. But we always knew that there would be kind of an integration process.

And so the first two or three years were about kind of working through at the pace to integrate some of those capabilities from the packet acquisition into that broader company. But we always knew that there would be kind of an integration process.

And then, you know, for me, after three years, it was the right time to go, say, use my skills elsewhere, primarily because that kind of integrate and scale function as a leader is not actually my best quality. Yeah. I'm more of a driver and creator rather than a kind of a manager and a process person. So for me, that was a good transition. I think it was right for the company as well.

And then, you know, for me, after three years, it was the right time to go, say, use my skills elsewhere, primarily because that kind of integrate and scale function as a leader is not actually my best quality. Yeah. I'm more of a driver and creator rather than a kind of a manager and a process person. So for me, that was a good transition. I think it was right for the company as well.

I was a little bit more mentally prepared than my first startup in 2012 I sold with Raj. That was really emotional because he was like your baby. And you're like, don't touch my baby. But I was much more mentally prepared going into the transaction with Equinix around, hey, this is your company now. And how can we make it work for you? And how can it last well beyond me? which is the point.

I was a little bit more mentally prepared than my first startup in 2012 I sold with Raj. That was really emotional because he was like your baby. And you're like, don't touch my baby. But I was much more mentally prepared going into the transaction with Equinix around, hey, this is your company now. And how can we make it work for you? And how can it last well beyond me? which is the point.

And so it was easier to step away when the time was right. Still had a lot of, you know, relationships and touch with the customers that I, you know, obviously miss, but it was the right time and it was a good, healthy transition, I think, for all parties.

And so it was easier to step away when the time was right. Still had a lot of, you know, relationships and touch with the customers that I, you know, obviously miss, but it was the right time and it was a good, healthy transition, I think, for all parties.

That's pretty cool. Yeah. Right.

That's pretty cool. Yeah. Right.

Well, I, uh, I took away from it something, and I saw this with a lot of larger companies, and it really gave me this newfound respect both for market leaders and for startups. And I used to see them as very in conflict. And actually, I can see why great market-leading companies have muscles around acquisitions.

Well, I, uh, I took away from it something, and I saw this with a lot of larger companies, and it really gave me this newfound respect both for market leaders and for startups. And I used to see them as very in conflict. And actually, I can see why great market-leading companies have muscles around acquisitions.

Because in market leading companies, there was a really good book, I think it's zone to win. I'd ever read the book zone to win. It basically talks about, you know, there's four zones, a company's lifecycle or where its products are. And the upper right zone in the quadrant, just think of a two by two, is the kind of market leading. Like it's, you know how to sell it. You're leading the market.

Because in market leading companies, there was a really good book, I think it's zone to win. I'd ever read the book zone to win. It basically talks about, you know, there's four zones, a company's lifecycle or where its products are. And the upper right zone in the quadrant, just think of a two by two, is the kind of market leading. Like it's, you know how to sell it. You're leading the market.