Datadog

“Well, in New York, you're competing with so many other things. Like, you're competing for talent, you're competing for space, at least you're used to, you know, for office space. You're competing for attention with a million other things. That's also what make…”

“That first product, that infrastructure monitoring, is the perfect place to land, you know, because it gives you a very large surface of contact with your customer's environment. An infrastructure monitoring product needs to see all the infrastructure, so it's…”

“We've been a little bit more measured early on, like we've never done more than double the size of the engineering team in one year, for example.”

“We were past 50 people when we had our first head of people, I think. We should have hired that person earlier. I would say earlier than that is my answer.”

“Before we started with our APM product, we saw customers build poor man's APM on Datadog. Before we started launching our security products, we saw customers also solve their own security use cases with Datadog. So seeing customers solve the problems with us t…”

“To a large extent, the simplicity of the products is driven by the user base you have for those products.”

“The truth is usually in the details of your business. So it's not on the five liners you get from somebody at the cocktail party. Instead, it's looking at dozens of hundreds of customer emails, what's happening in your CRM, what's happening in your support cas…”

“The most important for us is the desire and the ability to learn. We don't think we've got So to speak, or should figure it out in general, we think we still have to learn pretty much everything, and that goes back to the early days of humility and trying to m…”

“If you're going to spend more and more time with enterprise customers and give them more and more of a voice in your product, you need to make sure you counterbalance that with voices from the SMB and the low end as well.”

“It was actually very hard to raise money for Datadog initially, back in 2010 when we started it”

“We actually gave grants to our employees to help them solve their own problems. We also decided to donate some of these grants because some people were feeling bad. They're feeling okay themselves, but they're really feeling really depressed and bad about thei…”

“When we started seeing APM and logs really take off, That's when we decided to take the company public, because that's when we saw the proof that the company's ultimate vision was right, and we gained confidence that we could see or deliver a lot of growth for…”

“Turns out for some classes of problems, such as infrastructure management, which is what we do, the wedge doesn't work. Like there's a large amount of stuff you need to do from day one if you want your product to be useful.”

“Biggest regret in my career was not investing in Datadog a lot earlier than when we ultimately did. We loved The company, it was probably nine or eleven million dollars in revenue at the time. This is probably the 2014 time frame, and they raised a series B. S…”

“First, I basically decided that anything north of 15 X ARR had a suspect valuation in the current world. Okay. That's what the top and this most startups are not going to be the very top. They're most aren't going to be data dog or snowflakes on the other hand…”

“If you had the one, if you had, if you were the lead in Datadog or Stripe or whatever, if you had one true epic outcome, it was just true when I started to say that carries you, because then people, they believe you can do it again, right? That you have the se…”

“And you see some of the most successful public companies today, the crowd strikes of the world, the data dogs of the world, right? And it's exactly what you just said. It's moving from a point solution to a platform. Like that's really hard.”

“That's what Olivier has done at Datadog decimated multiple categories because it's a founder-led company, and he comes in and says, we're gonna own these categories. We're gonna keep owning a product after a product. No, they don't win in everything, but that'…”

“I believe the best opportunities find you at the end of the day. It's not that you don't find them. Okay. But they also find you by the same token. And if you're gonna pass on an amazing binary set of founders, an amazing CEO, CTO, just because they're in a co…”

“I mean, in our winners, it's a question of, first of all, just being disciplined about when to exit, and making sure that we are not sort of falling into the trap of thinking that because they've been successful, they will naturally be more successful over tim…”

“We still own a bunch of Snowflake. We own a bunch of Amplitude. We actually own a bunch of Datadog.”

“Every investment in Datadog I was at a high price every, it's not an outcome yet, of course, but every investment in Wiz has been at a very high price. I feel great about each of those decisions.”

“When we invested in Olivier and Alexi Series A at Datadog, so he was not a great fundraiser.”

“I mean, if you look at, you know, I was very fortunate to see some amazing companies from index from the early days, whether it was a Figma, whether it was a whiz, whether it was a data dog companies that, you know, have been able to build TAM by just increasi…”

“When I went to Datadog, people didn't want to go there. Like recruiting was so hard. And part of it was a reputation that it was a, it was an engineering company. They didn't respect salespeople.”

“Like at Datadog, when I left, it was one of each of those, a pipeline, a new pipeline opportunity that's got a specific definition and a new business meeting for enterprise and two for SMB. And if I had those, I could, I guarantee you, you're going to make you…”

“Sean Walters. He has been able to take over Datadog. I've, I hired him as a rep at BMC right after we were acquired at Blade Logic by BMC. And he went through some super hard times and came out as the top rep. And got promoted. He was a leader at BMC and came …”

“Gave them when they broke into a new account, whether it was inbound or outbound, doesn't matter. They had four months to sell more products, to take advantage of some of the growth that they might have because of a consumption model. And then after that point…”

“I don't think so. I think people, people do it because you're delivering value for them, and because you build relationships with them, and I wouldn't want to trade economics for really like non-economic support.”

“So for enterprise CS, it was more about kind of like Implementation and support for commercial CS. It was kind of like a sales kind of cap capacity.”

“When we were doing new hire training, my last two companies, when I was running all that in the new hire training, we would get outbound meetings. Like your first days, we are cold calling.”

“And that's a great way to get started, but you're not going to scale to billions of dollars of revenue, at least in my experience with that. Like you're going to need more of what I just described and every place I've ever been, that's been the sales leader do…”

“And all of a sudden that was our first enterprise deal, and it was for 1.4 million dollars, and we had never had a deal like that before, and that was about six months in.”

“And so the CAC was incredible because the growth was non-commissioned because CS did not have commission, right?”

“Amit and I went on a series of dinners with Shardul Shah in early 2017, and we were, and it was all CIOs. And CTOs. And we were so excited and we went to fancy restaurants and nobody cared about cloud monitoring.”

“And I also said that we will do a hundred and twenty million dollars next year. And we will do two 40 the year after that. And we will have the most successful IPO in history in New York.”

“We will have a legendary sales team making life-changing money, being best in class, and having fun. You will learn more and become better at your job working on my team than you would have at any other team during that same amount of time. And you will never …”

“They're trying to qualify in the beginning and you need to light them up with like excitement. You need to get them on the hook by getting them as excited about what you have as you are.”

“Our biggest failures have been failures of imagination. You know, it's like when I passed on Airbnb, or you know, what, what's another one we passed on, we would have done really well. Data dog.”

“If we could get a 30% drawdown, like I would buy Snowflake or buy, ah, Datadog and put it in, you know, put it in a drawer and let those compound for 10 plus years.”

“They never change segmentation. They never change comp models. They just ran a dialed-in machine for six to seven years, and they compounded value while everybody else kind of kept thrashing.”

“Not a lot of people know about him, but he's kind of the brains behind the product-led distribution engine at Datadog.”

“So apparently OpenAI pays Datadog two hundred and forty million a year.”

“Datadog's a great example of one that ended up being A fund returner, but we had 2.2% at IPO because we were in there at pre-seed and then RTP led the seed and then index led the A.”

“One big financial miss is Datadog, and I worked on this before joining Sequoia, but I remember, you know, Datadog was this amazing company. The numbers were incredible. It was proper. Like, it was one of these businesses where you just, like, your mouth waters…”

“HubSpot and Salesforce got to deliver in 20, 26 because they're in play. They have the AI things they built, they ship the products, but they haven't seen the bump that data dog and Twilio and Mongo have”

“Datadog absolutely freaking crushed. Stock up 23%. Fifteen million dollar plus AI native customers.”

“If you have attached to AI budget and you're a data dog era and you're in that, you're actually going to have a great 20, 26 because we're there.”

“Datadog. Well, I mean, I did work there, so I maybe cheated a little bit, but they have been able to keep great people there for years and years and years. They really believe in promoting from within. And they're another one of those few companies where they'…”

“To be a two-pronged AI beneficiary, you have to be able to monetize your AI, and you have to attract new customers. There's two prongs, and the ones that have done it so far are close to infra, right? Cloudflare, Twilio, Mongo, Datadog and even DigitalOcean”

“You have, I mean, Palo Alto, CrowdStrike, Cloudflare, Datadog, Palantir, all these companies trade above 15 times NTM revenue again.”

“Because if you think about Datadog, they sell observability. They sell it to infrastructure vendors. Nothing in their model has changed except there is now an infrastructure vendor who needs to buy a hundred times more Datadog than anyone else has ever bought,…”

“Datadog's story was just, everything's amazing, but our biggest customer, and everybody knows it's OpenAI and know what it says, right, is suddenly realized they maybe don't need to spend a hundred and fifty million dollars and they're spending less.”

“Datadog had this PLG self-service developer-led motion, so you could get started, deploy an agent, instrument your application, never talk to anybody in sales. Snowflake went heavy after the enterprise through, you know, very expensive sales and marketing. I j…”