I’d like to start by just asking how you hope to be viewed as a leader?

Voccola: Me personally? … I have no idea. How do I hope to be viewed as a leader? I did not expect that question … I’ve never really thought about it. I mean, as a leader, or as the CEO of the company?

You talk in the town hall session about leadership, and particularly around the Kaseya-Datto transaction, where you said there was somebody at Datto who was a “petulant child,” and they let their ego get in the way. And you said that you're not that kind of person. So what kind of leader do you hope to be viewed as?

Voccola: I like to be viewed as someone who leads an organization, the organization is successful, and people who were associated with the organization think of themselves as better because of it.

I’ll tell you a story. So, I had a company called Identify Software before Kaseya. That was my favorite part of my life professionally. I was young, I had a great mentor. We sold to BMC. We got to a couple hundred, 300, 400 people, whatever it was. I grew up there. I ran the customer side of it. I was like 25 when I started.

That journey was awesome. One of the coolest things about it [was] we changed a lot of people’s lives. If you asked 100 people who worked at Identify Software, 70 percent of them will say ‘Those were some of the best professional years of my life.’ The vast majority of them would say that.

I don’t know if that’s how I view myself as a leader. We all have egos in different ways. One of the things that drives my ego is when people who are associated with [organizations] that I’m a part of or I leave, they’re like, ‘I’m better than before. It was a great experience. It’s positive.’

That means different things to different people. Some people like money. Some people like the sense of community. I still have lifelong friends that I met while at Identify. That’s badass cool right? I don’t know if its helpful or not. You stumped me on that one.