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leadership

Rubrik -  - Leadership Lab: Ashish Gupta on Building a Team of Relentless Learners

Company

Leadership Lab: Ashish Gupta on Building a Team of Relentless Learners

Ashish Gupta recently joined Rubrik as VP of Engineering, India to spearhead a team in Bangalore. With 20 years of experience in technology, including his previous position as VP of Engineering at Flipkart, he is well-versed in driving rapid revenue and team growth. I had the chance to chat with Ashish about recruiting world-class talent and building a strong engineering culture. What is your philosophy on building new teams and recruiting top talent? I believe in the power of small, two-pizza teams in which every individual has ownership of large product problems with significant impact. There are 3 core parts of this strategy:  World-class talent: Hiring top talent refers to skill, as well as the intellectual capacity and courage to go up against tough unsolved problems. Mentorship: Build a pool of senior engineers who have deep experience in solving product problems from scratch and building large-scale, distributed systems. Put one senior engineer in every team to mentor teammates. Large, challenging problems: Identify raw problems at the product problem-statement level that engineers would love to solve. Pairing talent with problems, and giving your people the autonomy and confidence to execute, achieves the best results. This creates a virtuous cycle of world-class…
Rubrik -  - Leadership Lab: Mark Smith on Understanding Balance in Business

Company

Leadership Lab: Mark Smith on Understanding Balance in Business

Mark Smith recently joined Rubrik as EVP of Global Sales and Business Development. He brings over 25 years of experience building high-performance global sales, marketing, and business development teams at companies such as Arista Networks, Infoblox, and NetScreen. He has also been named one of VARBusiness’ Top 100 Executives of the year. At Rubrik, we’re excited for Mark’s expertise, successful track record, and sense of humor. I had a chance to sit down with Mark and chat about what he’s learned throughout his career.   As a sales leader at four highly successful companies, what is the most valuable lesson you’ve learned? I’ve learned that everyone needs to be on the same page and share mutual respect. All teams must pull with the same energy and in the same direction to accomplish great things. Achieving this balance means eliminating the cynics and the passengers who are not pulling their weight. You’ve helped four companies grow from the startup stage to IPO. How does going public shape a company’s progress and innovation? From a sales and marketing perspective, it provides a huge uplift in awareness. The IPO itself is an enormous PR event and has a huge immediate impact. The growth a…
Rubrik -  - What It Means to Be a VMware vExpert

Culture

What It Means to Be a VMware vExpert

Being a technical professional often results in no one knowing about the work being done–if things go according to plan. Our focus is on being invisible. We set up complicated servers, hook them all together, and offer up resources for virtual machines and data repositories. And in the end, an application is given a home, where visibility of the world is often abstracted from view. I think this is one reason why engineers like myself like to write about current infrastructure. From bugs to beautiful cabling jobs, we find beauty in our operational expertise. And few programs reward the blogs, podcasts, presentations, and overall evangelism of passionate virtualization professionals the way VMware’s vExpert award does. This is an acknowledgement from VMware given to over 1,200 people who have demonstrated the ability to pass along their knowledge to the community. It’s not easy to come home from a long day of work and fire up your laptop to engage in even more work-centric focus. The amount of contributions and the willingness to discuss various areas of expertise speak highly of these technical professionals and their dedication to performant infrastructure for their business. And while there are a few rewards for becoming a vExpert,…
Rubrik -  - Leadership Lab: Stephen Alfieris on Scaling Teams and Selling in the Federal Market

Company

Leadership Lab: Stephen Alfieris on Scaling Teams and Selling in the Federal Market

I had a chance to chat with Stephen Alfieris, who recently joined Rubrik as VP of Federal. Stephen spent 21 years at EMC in various positions, including DVP Federal. He also served as CEO of IntelliDyne and recently built the Federal Division for ServiceNow. He has developed a specialty in the federal market with a history of building strong sales teams. How did you get into the federal government sector? After 13 years and 8 different positions within EMC, leadership asked me to make a transition from commercial sales to a role leading the federal sector market. Over the next seven and a half years, I learned the market, built a global business, and (along with a few failures) experienced great success. What’s unique about the sales strategy for the federal sector? Federal Government is a highly-regulated market. The Federal Acquisition Regulations (FAR) defines how government organizations contract with commercial entities for “goods and services.” In addition, there are ever-evolving certification and compliance requirements. There are two primary aspects of the federal sector that make it different from other markets. Congress warrants contracting officers with priorities that often do not align with the priorities of the business owner. Secondly, there are over…
Rubrik -  - Leadership Lab: Mark Leslie on Building Culture and Transformative Technology

Business

Leadership Lab: Mark Leslie on Building Culture and Transformative Technology

How do transformational leaders build game-changing companies? We bring you the first part of our Leadership Lab series where we ask next-gen executives, investors, and academics to share their perspectives on what they learned and what is driving future innovation. We sat down with Mark Leslie at Nutanix .NEXT, who is an investor in, prior board member of, and current senior advisor to Nutanix. He is the Managing Partner of Leslie Ventures and was the Founding Chairman and CEO of VERITAS Software. What lessons did you learn in building two companies before Veritas? One of the lessons I learned early on was that I used to say, “We are going to ship it on Tuesday no matter what.” This created a war inside the company. We ended up being sorry we shipped it on Tuesday, and I learned that it is all about shipping great products that work well – and you can’t ship them before their time. When you were CEO of Veritas, how did you address the issue of technical debt? We didn’t have that word in our vocabulary when we started. It is great that we have that definition now because we can define the delta between…