Cloudflare

“We were reacting to demand at the beginning, and then investing behind it, and I, that's, I think, a hallmark of our business.”

“The thing that I appended to it is take an inventory, keep a list of those things that you did that you knew were not going to scale. Because you're going to have to go back and fix a lot of those when you go, oh, well, we only did it for six. It was only supp…”

“We typically get things shaken out at the practitioner level over, and then over time, move them to the enterprise level. Where we've skipped that step, I think that's where I, when I look in the mirror, I'm like, ah, I wish that I'd done that differently and …”

“I'm describing the, when you don't know the outcome, call it an experiment. And then everybody, at least my experience has been people's anxiety level drops. They're like, oh, okay. Experiments are cool. Go ahead. How much do you need for that? How much time d…”

“If you get too many people sitting around with not enough work, they get bored and that's where the drama starts. So as I think about like the call to action here is I would rather have a little bit more demand being asked Asking people to do a little bit more…”

“I always try to retain the IP, because you spend, we spend a lot of time hiring people. We all do. You put a lot of energy into it. Sometimes you get those wrong, and sometimes people just are not a great fit later, and your responsibility is to make them find…”

“If you don't like the story, don't change the metrics right away. Maybe you can, but like deprecate those things slowly if you don't think it actually matches the business, but actually watch the metrics and try to get consistency in there.”

“You don't get to do the easy things. Nobody brings you, hey, I've got this problem that you can solve with like a flick of your pen. Like those things are, they're in the rear view. You are only working on uncomfortable things.”

“When something is a public measure, you want as much runway as possible, so it's not like, did we not measure it? It's like, could you have done it a little bit earlier? And I would pay attention to those secondary measures.”

“Before we'd opened a remote office, we always wanted somebody to seed. Preferably permanently, but at the very least for months, and preferably for years, and that motion has worked for us, and it, but I would say it did start with invest behind demand.”

“We think about sort of stretching. Like, how do you stretch the product? Anchor it. You will not leave the practitioner. There's lots of reasons why you don't want to leave them. You don't want to leave exposed, your flank exposed, we're building something for…”

“That's also quite different from the earlier phases, because usually you're driving the metrics, and you're defining what metrics matter in the earlier phases. This is quite different. You no longer get to define those.”

“So it's a culture of, just assume your best people are constantly getting asked to come and do something else. It's better to have that transparency so that, one, you can figure out, like, Are some of your best employees, like, a little loose in the saddle? Be…”

“We historically have not required people to come in knowing the industry.”

“We did all those standard metrics, and I think you start with kind of none, and then you have too many, and then you shrink back, you're like, actually, these are the ones that matter. That's like the arc for us on the ones that we did measure.”

“One of the best determinants of great people that are out in the market is will you sell to people you know? Are you willing to bring the service to your friends? Are you willing to bring it to family? Are you willing to bring it to former colleagues?”

“We process about 20% of the web.”

“And then our product teams for the products that we actually shipped to our customers, we've been using AI and ML for years. Every single request that comes through us goes through a security model that decides is the request good or bad.”

“A third of the Fortune 500 uses them.”

“Really, if you're not reviewing the roadmap and really asking yourself is the next thing that we're building the right thing you're probably waiting too long.”

“You need to invest in, and create a place where it's okay to fail. And cause the failure might be that, it might not be a failure of the idea. It might be a failure of the models that aren't there yet. And you need to wait for this technology to catch up.”

“So yeah, in the past year we've retrofitted our 300 cities, 500, over 500 data centers with GPUs. Over a 170 of them have them today and pushing out more bigger, faster inference every day.”

“Poor drift, which sales off bot and Clary bot had a massive security breach and leaked cloudflare security data Z scalers, I mean, Salesforce data, cloudflare, Salesforce data, Z scalers, Salesforce data, tons of the cloud leader Salesforce data was all leaked…”

“And they did one of the first mass layoffs of a company doing really, really well. So they let off 20% of their workforce, even though they're crushing all their numbers.”