Jeremy Epling

“Talked to Nat, and he's like, hey, we've got GitHub Actions, and he was like, you have, like, nine months to get this to GA. And there's like no question of like, could I ask for more time or not? But it's like basically build it and get it to GA in nine month…”

“We ask people to write dates and commit to them. We expect us to be able to hitting, like, 90% of the dates, which I think is, like, reasonable. If it drops down to 85, I'm not worried. If it drops down to, like, 80 or 75, I start to get worried. Like, I want …”

“Our expectations, you're going to write a PR your first week and like ship something to production.”

“I do think that being great at your job and being able to talk about it to like the leadership team are two different skills.”

“And that was like one of the fixes we did this year where we're like, wow, when we talk to the general sellers, they just don't know how to go into these deep conversations for the new product. They're kind of scared about selling it because this thing's alrea…”

“I'm not a big believer in NPS. I know some people like it. Like, I don't think it's like that useful, but I think Going and doing customer satisfaction surveys for, like, core workflows of, like, hey, did this make your life better? Did it not? What were the g…”

“He actually just puts, like, what level of feedback is in front of everything. Like, this is an idea, this is a suggestion, or, like, I expect you to take action on this. I think that's something I've learned from my team, that the, like, the more I've kind of…”

“I think when you're still in the thousands, though, like, you should still be doing it, and I think that's part of our philosophy. Like, at Vanta, I think we really expect people to be in the details, and that's something that I believe a lot. Like, It's just …”

“I never give them, like, complete ownership, if, like, in that regard, I would say I always assign a PM with it. And it's a PM that's like exciting cause it's cool to work with like the CEO and the founder on things.”

“If I had a company that required super, super deep technical expertise, I think that would be the case where I would be much more skeptical of having a single Person that has it all. And I would want a separate technology officer versus not.”

“I think what you gain is a faster decision-making process. So when you want to go through and decide, hey, do we need to do this big technical re-architecture, and that's gonna trade off against some product features, you need to go through and, like, make tho…”

“The board is, like, harsher when we're doing well, because there's, like, no real problem to, like, talk about, you know what I mean? So it'll be, like, pushing on all these, like, little things that, like, kind of matter, but not as much, but, like, If anythi…”

“I think when it gets, when it feels like someone's just becoming devil's advocate, that becomes negative from my perspective, because it's just like, I'm just trying to find issues in everything and any plan you can find issues in, you know what I mean? So I t…”

“I do think there's always a bit of, like, built-in tension, you know, in the system that I actually don't think is a bad thing. Like, I'm comfortable with conflict and things and thinks, like, companies are more successful and more comfortable they get with co…”

“I think when I got this role as my first chief product officer role, I talked to a bunch of my friends that were founders and I was like, Hey, what's the biggest mistake that I would likely make in this role? And they were like, you just focus on engineering p…”