Episode Transcript
WEBVTT
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You were listening to bb revenue acceleration, a podcast dedicated helping software executive stay
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on the cutting edge of sales and
marketing in their industry. Let's give into
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the show. Hi, welcome to
be to be a revenue acceleration. My
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name is Audiam, with you,
and I'm here today with Tibos at all
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VP MEA at snowflake. How are
you to day table? I'm very good
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things and very appy to attend your
podcast. How are you, audience?
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And, by the way, area
and your English accent is way better than
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mind, from what I heard.
It's a shame that we are regarding a
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podcast, we won't be able to
give audience sub title on that one.
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We'll try to speak quickly. I
do have lots of French clients and business
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partners and sometimes we know that when
we get excited we can speak very quickly
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in English. So let's try to. Let's try to not get too excited,
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but there you go. So Tabo, today we want to speak about
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the old leadership is broken, as
the topic that you selected today, and
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I think it's an interesting one.
It's linked an article that you posed on
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Linkedin is disruptive. Is exactly what
we like. But before we get into
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the topic, would you please just
introduce yourself quickly to audience, as well
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as the company you represent, snowflake. Sure, so, in a couple
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of worlds. So my name is
t bo say. Also, I'm French,
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but I leave in the UK for
five years now a leading different EMA
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organization and software. So I started
working for snowflake in March two thousand and
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seventeen. I'm working for the software
industry now for a fly twenty years with
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different leadership positions and with companies like
as a voice, with a digital marketing
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software company, BE ABC software or
or HP. So snowflake is the first
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that our that our house that has
been built for the cloud. So sink
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and build for the clouds. So, for people who are not familiar about
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what to be, our house is
doing is where you store and when you
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where you will process your data.
It's like an engine for a car.
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So where where you will have so
we are not a visilation tool, we
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are not a bi tool, but
they need to access to an etics database
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and this is what snowflake is doing. So we are and just to make
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this simple, I try to take
the energy of sales force. What they
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did on see I'm or service now, what they did on service management.
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They were solutions seeing for the cloud
and they became a solution de facto.
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They were the most disruptive and this
is what we try to do for the
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market of that house. So I
was the first employee outside the US.
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So it's a company based in San
Mateo, close up San Francism and so
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first employee. I started alone in
a very small office in the small we
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work and busy activity from there.
All we are now in Europe. So
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in two years and half to anoid
people. Wow, ten in ten different
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countries and and so the company is
producing fast. So we have a we
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have a gross office three weeks company
wide and we are we are formed persons
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of growth your over year for Yema
and we just signed our own three hundred
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customer yesterday. So it's it was
about in store recreation. Guys. Thank
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you. What congratulation to the company
and to you, you know, starting
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on your own, two hundred people
now it's it's pretty impressive. So yeah,
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it's a fantastic johnnity go. So
coming back to the topic of the
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conversation and, as I mentioned,
the article that we quote, our attention
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on Linkedin U. I light through
your experience that companies needs to adapt the
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management style, especially in a fast
growing start up. And clearly, as
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by your introduction, you are in
a very fast growing startup. Okay,
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and one of the statements that caught
my attention was that, and I quote
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you, a company culture is hard
to put to protect during growth. So
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can I pay as few to elaborate
into what you mean by that? Statements
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and and and also, how do
you think that the company or what the
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company should do in order to protect
the culture during growth? Yeah, so,
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as I said, I'm working in
this space for like, for like
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twenty years. I went through mini
company and I have an extensive network on
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software company. So what you see
right now is on the market. You
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are pretty kind of companies. It's
not only software, but it's in general,
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but mainly for software, and I
hiper gross companies. You have companies
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that will focus only on execution and
numbers, so this will be their strategy.
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You have companies that now are focusing
more on culture, culture, and
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you have rare companies that can.
So this is a sird category that can
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combine the two without being fake,
because the problem of culture is everybody saying
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I have a culture, but are
not necessary real and and I think that's
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one of the reasons I choose to
start working for some flat was because they
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were able to combine the two to
the right execution and the right culture.
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So most of the Times the problem
occurs with growth and lack of good behavior,
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and unfortunately this can come from the
sales people. So so you you
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can with the experience I have on
this on this specific market. It's very
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important to the bad behavior or can
come from the cell side, because they
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are anger of succeed for success and
they want to make sure that they will
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do the more that they can do, and sometimes they think about them selves
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instead of thinking about the company.
So the first thing is a cuture needs
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to come from the top, with
humble leaders. Is Very important. So
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the humility is something extremely important.
Also attracted me in these company. So
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it's coming from our fonders. They
are extremely humble and they try to tend
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to apply this in the in the
company. And the first thing and priorities
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that you need to have is the
quality of hiring, because the culture is
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depending on the people you hire.
And so advise is to never compromise on
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hiring and when I started, I
try to put a in place what I
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call a no asshole policy. I
ring. So what does it mean?
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It means that I want to make
sure that the guys we have plenty of
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different men and women, coming from
different organizations, but we are trying to
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make sure that they are not selfish, only thinking about themselves. They don't
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don't only become for the money,
but they are also good people for the
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team and for the team worker.
When we do in you, we ask
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a lot of example. For example, I ask some questions arning example of
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integrity. integrility is, it is
for me, the first what it is
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that people needs to have and and
I asked examples and during during the drings,
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interview process, and also regaining the
team work and and after that we
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backed with this like three of for
for references. But we need to be
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realistic. It's tough. It's our
job. When you hire, and usually
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when you hire more people and and
everybody can do mistakes, and I did,
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and the more you grow, the
more difficult it is because you meet
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so many people and sometimes the human
nature, you can cut corners and you
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can think, okay, this guy
as an extensive network. You will,
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you will bring me a lot of
deals short term, but I have something
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in my gut that is not necessary, necessary good and see something that you
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will always pay back badly after.
So one thing will always try to think
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is when they meet people, is
if there is one dubbed, there is
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no doubt, and this is something
quite quite important, that to make sure
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that we will when you hire somebody's
intil you needs to be simple. So
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it's a simple conversation. As soon
as as its complex, it's cities agree,
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I think. I think one of
the firs is interesting. So if
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I look at at what we're trying
to do at operatic, so we don't
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grow as quickly as you guys grow, think we will struggle if we are
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growing by almost reex your own here. But we also have this business.
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We are people, let business and
obviously we as we grow, if we
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grow by fifty percent or if we
grow by on the person, we'll have
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to double the team or add,
you know, Alph of that amount top
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of what we've already got and what
we always try to say or what we
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try to do. What actually,
what's the most important for me is ready
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to speak to people who are looking
for carrier versus a job. And and
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I think if they're looking at a
carrier and when you have the chance to
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be an organization like yours, with
evolving very quickly, superfast space on organization
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like us, which would like to
believe is growing quickly in the Inter segment
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we operating in, you don't have
the opportunity to create opportunity for promotion and
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people can get promoted to roles,
they can take on more responsibilities, they
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can really develop themselves, and that's
what we've done here to proactics. And
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I think I'd like to say,
and maybe I won't be by my team
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on saying that, but I'd like
to say that we created a very strong
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culture. But that culture has come
at a cuss, which is maybe we
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have slow don our growth. Maybe
we'd have been quicker for me to not
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promote that gay to a manager position
but get a manager that I don't know
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as MBA in in cells and marketing
and could come with lots of a distexperience
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and cost me a little bit more
money. So we've really made the decision
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to really promote from within and actually, apart from our finance department, absolutely
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everyone in the management team has come
from the bottom and we do believe that
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that that create a very strong culture, and did. But you know,
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the cost of that is probably a
little bit of a slower growth, a
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little bit more learning by mistake.
But you know, I think culture,
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like you painted is, is very
important for the gross of a company.
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And the last point I will make
with you know, to drop up the
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topic, is I think culture is
also important when you've got a newcomer into
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the team. So if you have
a team that you've got the same level
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of people, the same as you
mentioned, level of integrity, humility people,
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we've got a good level of teamwork, and you've got a new start
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up coming in, you've got someone
who just come into a lovely environment where
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they can really benefit work with the
colleague lean from that colleague, and I
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think that's actually critical in helping new
starters to really get going and get to
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roven you quicker. Yeah, it's
a very good point. To your point,
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things that is that try to use
on one of my producement or say
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that, and I will remember this
all my life, is never confuse the
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title and an opportunity, and this
is something that, especially with new generation,
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right now they tend to go after
you, the the title instead of
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you opportunity too quick. Yeah,
he's some to remember. I agree with
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you. You know, I had
the conversation actually yesterday with one of our
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clients and we're a converstion about promoting
Medea people. So, you know,
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people would just doing pipe and generation
that sort of activities to feel sales rape
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or to channel cells, rap,
Exeter etcter and and basically what we what
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we talked about, is there is
a change in time of the mentality and
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some people call them the millionaires,
some people I would just call it a
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younger generation, you know. And
what we used to see in the past
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you could get someone and say,
look, you're gonna go and do that
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for me for three months, six
months. If you do well, I'm
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going to give you the title all, I'm going to give you the pay
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increase and of you go. You
know you're going to be you're going to
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be a new person, and that
was working pretty well and people who actually
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work really hard to get to the
milestone to actually get the opportunity. Now
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the feeling out of God is that
you go to people and you almost need
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to give them the role the pay
package and everything before they can even demonstrate
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the ability of taking care of the
responsibilities. So I think there is I
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think you're perfectly right. There is
a there is a bit of a shift
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of mindset sometimes within the the younger
generation, which can make decision a little
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bit more difficult because obviously, if
someone has proven themselves, it's but easier
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to give them responsibility rather than someone
with was just speaking about being good.
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Basically, yeah, but it's the
only things that I want to say,
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because I don't like when people are
bushing too mature millionials. Why? Because
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I think this generation, and young
generation right now is but probably is the
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most talented. So yes, they
are these this attitude of having those things
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very fast and to switch and not
necessarily the same loyalty that we had by
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the beast, but with all the
business schools worldwide and with now we have
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a lot of very, very good
quality people. So our responsibilities to to
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go those those people. But I'm
Littali price retally impressed now with with very
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young people, on what they can
do. But they can produce and if
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you trust them and if you build
the team in a marital catech way of
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working, its process absolutely, and
we need to adapt. You know,
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this is the I think the people
at will suffer and the people at will
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complain about it. Other people had
Anna tree to adapt and adapting is important,
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but talents are key and retaining talleences
is critical. Funny Business. So
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another statement that caught my attention in
an Indiaticle is when you mentioned that negative
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works biencies often results or more complex
structure of management the world. There is
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more iarchy, which often facilitates a
judgmental, imposing style of leadership that can
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also lead to pessimism and fear in
the team. So how do you see
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this model changing into a more flexible, open source style of leadership, and
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why is this change so needed in
a first grand company? Yeah, so
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on that specifically. So, as
I said, I work in very fast
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pace with a lot of pressure,
endurn mental my carry on. So I
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don't have any any column with the
specsure, but some fast groups, when
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you are in Fast Green Company,
obviously you have most of the time you
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have pressure behind. So I learned
a lot close to great leadails. But
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what I learned quite quickly working with
them it's important to remain yourself and to
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not imitate somebody and those letters,
those leaders. So we can be extremely
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a caressmthe where everything is leaded by
them are unique in a sense and you
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have a lot of very good examples
of very strong, chismatic leader. We
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are extremely good bust A. Steve
Job is one example. But what you
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have, and especially in Software Company
and software sells, you have some people
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that are below and that are promoted
and they can have the tendency of imitating
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them because of the charisma and the
carrier track that those leaders have. But
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they don't have the same experience,
they don't have the same talent and the
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problem it leads sometimes to confusing situation
and possibly inappropriate compartment because they they think
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they need to control everything and if
they will be tough, this will be
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positive and people will follow and do
what they ask. But coming back to
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new generation, as I said previously, they buy into challenge, they buy
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into how you respect them and how
you will make them go in their career
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on. So this is something they
are switch generation. They can today's it's
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not complex to have a job in
a software company as soon as you have
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a proper track record. So with
a number of startups that are popping up
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and the number of company in the
market. But the problem if they're not
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working with the right manager, if
they're not working with the right company,
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if they don't learn enough, they
will switch. So what we mean with
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opens is import source managements. It's
not everything needs to come from this top
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leader and not only one person in
the company. So this needs to come
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from different talents in the team and
different titles. And you don't have to
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be shy or you don't have to
be restrain of having people that will share
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some Adias, best particies, instead
of tactic that taking everything yourself. And,
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for example, I try to give
a lot of responsibilities to first line
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managers in my team and they will
take the leader on the specific subjects,
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like I plan generation, or two
weeks ago I did two days would comp
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off of training of managers that I
lead. But I did that with the
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first line manager and you was you
was teaching the other use are manager in
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the team. So what we mean
by open source management is really the talent
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side. We're try to take benefits
from them and not try to control,
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e. listen everything yourself. Of
course not. Makes Perfect Sense. That
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makes perfect sense. So my next
question is really around, but really also
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something that you you mention your production
is is your journey within snow flake.
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So we've been speaking about about the
culture of the company. We've been speaking
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about Titlelya key that opens source leadership
type of management. Obviously, as you
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mentioned, you start yet snowflake as
employe number one. Now you've got around
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two hundred people working with you in
Europe. So what I'd like to also
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is from your own experience, how
do you could you, could you just
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tell us how you've been adapting your
management style? You know, did you
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feel it going from fifty two hundred
one? Praise was a big difference,
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but is there any specific step of
the journey in which you found it more
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difficult to adapt, as the different
stages of gross of Snow Fleas in Europe?
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Yeah, so creating, creating Ami
from a from scratch for US company
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is like sometimes creating your own company
first, because of the US. In
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some hocy schools they wake up at
it's like three cirty pm for you or
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four PM. So it's quite difficult
because it means that you need to adapt
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yourself. And sometimes what does it
need? It means that quite quickly you
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need to autonomy on decisions. That's
you, that you need to take.
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But you already mentioned that in many
podcasts that I hear already. And where
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AMA is not only one country like
the US, it's multiple countries, mult
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people language, but people cut turn
and you need to you need to teach
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the US also on that. So
at the beginning, and I will say
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like for customers when you start.
So first you need to want to do
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that. So I was your only
enough to say, okay, I'm okay
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to be to start again from catch
being sells again, to sell the first
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project myself and after that I will
attract the talents. I was link,
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the one that had one. I
forty people before draining and I I start
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team. But I was ready to
do it. And what you need to
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do at the beginning in term of
progression and at the beginning we need to
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find risk, risk takers. So
not only for customers, but also candidates.
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And when we launched, people thought
that I was setting ice cream.
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So true stories of people, littals. When you are when you are because
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you are living in London. I
think oil and London you have like snowflake
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ice cream shop. So people were
thinking that I was like a fortunate the
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music like that truck. So it
was not that. And so now,
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obviously is the notoriety and the successes
help to attract the talents more easily.
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But at the beginning and the problem
we have, it's exactly when you have
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a first manage management role, you
need to be careful to not do things
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too fast. So now we are
working on operationalizing things everywhere and we are
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quite in advance compared to everything I
saw before in in term of company.
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But at a beginning you need to
be a Swiss life and you need to
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do the cells. And I remember
I had some picture where I was buying
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the first turniture in Ida that I
that I that I did in the in
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the office. So obviously you have
dens into the team racing on operationalization.
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We are data driven company to all
decisions that we are taking. At the
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beginning it was expansion. Now we
are focusing on the main market. We
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are we open and we need to
rasionalize every every function of the organization.
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To your question of is their difference
dom of size, I would say there
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is a big difference when you are
the old too, like fifty people.
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Yeah, and after that, and
and so I don't see between one hundred
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and two let people necessary a big
difference, but they auto. History is
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very is like a family, so
you work altogether and you have dedication and
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and everybody's is like super crisis and
the energy is at the beginning is extremely
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important. But you need to do
everything and you need to need to a
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flexibility at the beginning, when you
start, but when you when you grow
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after but this is the time where
you start to say no to certain things,
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and this is something that that's is
able being. The most important thing,
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whatever your size, is to remain
approachable whatever you do and have an
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open door policy. So everybody needs
to feel free to talk problems, about
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behaviors, certain things where they need
help and see the kind of mindset that
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we try to have within the team. Okay, and you think there is
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people at a better at one stage
of growth versus an knows are. So,
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for example, you may say,
I consider that guy is the sort
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of get will take a company from
zero two hundred million. Yes, this
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petty. You know, it's do
you believe in that, or do you
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think that people can also adapt as
well as the management to to grow within
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a company? Yeah, it's you
know, it's a very good question.
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Why I think we are a little
bit disruptive, because because of that also,
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I will say, yes, yes, I know. So what I
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mean is, for example, the
crow that we have was the first man
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on the ground and is now leading
the all the sales organization worldwide. But
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yet, yeah, yeah, the
potential. So you grow, you grow
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with the company and I think it's
changing a little bit. I don't like
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necessary is the idea and assistant come
also from from Vic when the invest in
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your companions. Okay, you have
this gap, now you need to change
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your team. But they realize that
we were over performing and and it was
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able to adapt and be be the
right guy. So obviously I try to
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do the same. But also the
teams that I have now are people get
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that cant and go with with the
company. So it's not necessarily one of
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a person to the reality is that
we need to change. The only thing
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that I will say is when I
started, I needed some specific resources with
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specific market background. That I that
we need less now and the core qualities
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of cells are more important now that
the market that the market competencies, and
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it is. But at the beginning
you need knowledge and you need to share
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up with the team. So this
this is the listen lean, I think.
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Okay, makes sense. Or thanks
for that and let's that's that's my
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last question to you. WHAT WE
BE? The one advice that you would
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give to leaders that are managing that
team in a fast growing environment, if
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you had to sum up, what
all the things we discuss, what you
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believe is the most important? The
first one we will need to remain yourself
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and work on your strengths. So
too many times we try to do,
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to do what what some somebody else
is doing. At the beginning. Don't
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put too many processes straight away.
You need to lead by example. You
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need to shoot with everybody that if
you do it as we will respect you
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at the end. Especially nugien generation. They need to understand that you need
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you fight for them and you win
hearts and mind before going straight to operation
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or to operation, and you need
to be a problem solver for them.
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So this is a would say,
yea, it's a long and swear.
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Focus on your strengths, be yourself
and be a problem solver and lead the
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lead by example. Okay, but
that makes all sense. That I think.
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That's there are three very important piece
of advice. So amongred person behind
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you on that one. Thanks for
your insight, t Bo are we appreciate
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you to the time. I know
it is. Today is the last day
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of the quarter, so appreciate we
can do the call today. It probably
330
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means that you guys have had a
very good quarter if you if you're limit
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00:24:11.500 --> 00:24:15.099
time to speact to you today.
So probably congratulation for that. But the
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stage of the podcast we always have
the same question. So we have some
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00:24:18.579 --> 00:24:22.019
of our audience that like to take
conversation offline with some of the people we
334
00:24:22.180 --> 00:24:25.289
invite. But we also we may
have some people at may be interested to
335
00:24:25.369 --> 00:24:27.890
know more about snow flake, the
company actual reprism. So what is the
336
00:24:27.930 --> 00:24:30.490
best way to get in touch with
you, T bo, if anyone of
337
00:24:30.569 --> 00:24:34.490
her from our audience wanted to to
connect? So so the best is is
338
00:24:34.529 --> 00:24:37.210
to you who used to use a
linking them. Yes, I think I
339
00:24:37.329 --> 00:24:41.720
still have like forward the invitation spending
it. But if you have the right
340
00:24:41.839 --> 00:24:45.799
message and the right I will always
like said and base the way you will
341
00:24:45.240 --> 00:24:48.119
or you know yourself just as you
enough when you contacting me, and I
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00:24:48.200 --> 00:24:53.269
seen times all back you immediately.
So it's if you're writing you on inking,
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00:24:53.630 --> 00:24:57.190
I realize, be the basic way
through to get in contact. This
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detail. That the other French name. Yeah, but no, Mane,
345
00:25:03.910 --> 00:25:10.740
you didn't catch these immediately. It
was more the contents of operatics. Listen.
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00:25:11.299 --> 00:25:14.059
That's QUA's great to a thank you
very much for that. Many thanks
347
00:25:14.059 --> 00:25:15.980
again. He was great to have
you on the show today. Thank you're
348
00:25:18.299 --> 00:25:23.970
operatics has redefined the meaning of revenue
generation for technology companies worldwide. While the
349
00:25:25.089 --> 00:25:30.769
traditional concepts of building and managing inside
sales teams inhouse has existed for many years,
350
00:25:30.170 --> 00:25:36.000
companies are struggling with a lack of
focus, agility and scale required in
351
00:25:36.079 --> 00:25:41.319
today's fast and complex world of enterprise
technology sales. See How operatics can help
352
00:25:41.359 --> 00:25:48.920
your company accelerate pipeline at operatics dotnet. You've been listening to be tob revenue
353
00:25:48.920 --> 00:25:52.269
acceleration. To ensure that you never
miss an episode, subscribe to the show
354
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in your favorite podcast player. Thank
you so much for listening. Until next
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00:25:56.390 -->
time,
