Glean

No question about it.

On the other hand, it's also awesome, right? So what did I do today? Well, first thing I did is I went into my bot with Glean, which is the company we use, which sort of adjudicates AI use and allows us to sort of partition access and make sure that different people are able to access the right data sets.

It's like an interface between the bots and your data, right? And I went into Glean and I ask it the same thing I ask every day, which is, okay, I have an agent and a bot.

Identify everything that's happening in our product and engineering team and identify everything that needs a CEO-level decision, right? I ran another proprietary bot that I can't tell you about that looks for specific errors in a specific section and finds them in a really interesting way that allows me to help, you know, correct things that have gone wrong, right? So, AI is helping me run the business better, both like specifically and— That

sounds pretty technical and not even something that maybe you as CEO should be dealing with.

You can use, you know, Claude Cowork is probably one of our most popular ones.

Uh, we work with Glean, which is great for kind of combing all the internal resources.

You know, it's...

I, I remember like five years ago, it's like, oh, you know there's that deck, and you've seen it once, and you're like, it's the perfect deck for this presentation.

Is an SE at Glean very different to the type of SE you would have seen hired at Salesforce?

Demoing skills, like in the kind of classic SaaS SE world, nice, but not the most important thing I look for.

I like to get folks who've had some post-sales experience.

Otherwise, you have SEs coming in who just do demos and

throw stuff across the wall.

Why do you feel the demoing skills are sort of less important within the context of Glean? What we're doing is trying to bring insights from...

knowledge that

companies have that requires real data production data on a production environment with production networking and production security and also chris consequently production anxiety you mentioned early on around the impact that has for the rest of the account

It goes back to the motivations and it goes back to like, what are we trying to do long term? And a big part of the conversations I was having early on was understanding like, what are everyone's pitfalls? What are the biggest struggles that they're trying to overcome in every single time it came back to data? And to me, that is the easiest thing to be able to solve because once we can get it to a place where we can all pop into it and start asking questions, man, we can absolutely sprint.

Whether it's leveraging something like Glean or having one place to ask the super intelligent questions across Gong and Salesforce and everything else, having it in one place is is really important um but it then also goes back to who do we have at the helm for our technology stack and who is managing that and what is their long-term strategy there and that was a big part two of the conversations i was having is you know what is their likelihood that they're going to want to do something completely different because the executive team might have a particular thought on where they want to go, but those that control where the data is and how it's deployed, you know, maybe they have a completely different opinion on that.

And it's, it really, it goes back to building relationships with people that are meaningful, but also, you know, making sure that you also, if you're going to be responsible for making the changes and, There's a lot of revenue leaders that are looking to take on responsibility or new roles or things like that.

My biggest advice to them is you make very clear, make sure that you have it bulleted that you are responsible for XYZ.