Patrick Spence
person on 3 shows · 6 statements across 2 episodes · said 9 times in 2 episodes since 2024
TBPN 5 
How I Built This 4 
20VC
On the record as a speaker too: Patrick Spence across every show, appearances and statements → this page counts the times other people say the name.
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TBPN 5How I Built This 4
2025 5 mentions in 1 episode
2024 4 mentions in 1 episode
every mention on every show, scene by scene, with the transcript →
6 statements about Patrick Spence, every show
MacFarlane Left the Sonos Board to Avoid Micromanaging His Successor
“I didn't want to be in a position where I was second guessing what Patrick was doing. I mean, when I left, I didn't stay on the board because who wants to have the founder of the board sitting on the board of the company that you're running.”
Sonos had around 200 employees and $200M revenue when Spence joined
“So at that point there were a couple of hundred people at Sonos doing a couple of hundred million in revenue.”
Sonos delayed a key holiday product launch by two quarters over design
“Right when I came into Sotos, in fact, we made a decision, which I think speaks a lot to our culture, which was to push a product, which we really needed from a company perspective, needed out in kind of the holiday quarter. We pushed it out. I think two quart…”
Spence: Authentic, vulnerable leadership yields greater results with less mental overhead
“And I've realized there is way more power as a leader in being vulnerable and just being who you are and leading in that way. And it comes with a lot less mental overhead too, in terms of being able to show up like just as yourself.”
Founder John MacFarlane left Sonos' board completely when Spence became CEO
“John McFarland stepped away completely. So unlike most founders and CEOs and large shareholders that maybe go onto the board or become executive chairman or something like that, John said, no, I've seen how this works and goes badly at many companies.”
Spence: Diversity initiatives fail unless directly driven by the CEO
“I think the real issue is in those cases, they've often siloized it or given it as a responsibility to somebody else. When I think this is something that is about talent and about culture and something that the CEO really needs to own and drive.”