Page 2 of 2
How do you measure performance and communicate with your employees?
We've got 190 employees now, compared to three employees four years ago.
I like to make sure my entire company really understands the whole business. After company board meetings, I spend two hours with the whole company going through the board report, explaining what happened. It's a lot like an investor call, but with employees. I want them to understand how their performance had an impact -- positively and negatively.
We built this company on a culture that says you'd better care about what the key metrics are. And if you only want to care about your own little corner, that's not going to work.
Puppet Labs is headquartered in Portland, Ore. -- not exactly an enterprise IT hub. What's that like?
It's definitely like being a big fish in a small pond, and there are good and bad things about that.
In general, it's been fantastic, because we have an amazing office in a great location, and we get people who are super excited to work for us. They don't spend all of their days in the office and then go home and have this horrible, empty shell of a house, or live in a bad neighborhood.
There are some challenges in hiring really specific executives, but in general, if you're willing to move, you're willing to move to Portland.
Puppet Labs has raised more than $45 million in funding so far. What would you say if some company came along and offered you a bunch of money, but you had to move Puppet Labs to Silicon Valley?
One of my main jobs as CEO right now is staying more expensive than anyone thinks we're worth.
Fundamentally, I think we have to stay independent to succeed and reach our goals. Our business is about vendor-neutral, heterogeneous technology. It's about working everywhere on everything. To do that, it doesn't work that well to be part of another company.