00:14:13 · S3, S9, S10, S6
Ad[00:14:13] S3: is a job for Indeed sponsored jobs. Ad[00:14:18] S9: The secret society of semi homemade? Listen up. Sam's Club has premade dishes for a Thanksgiving feast that's ready in two hours, all while tasting suspiciously homemade. Ad[00:14:29] S10: Come join us. Sam's Club. Ad[00:14:31] S6: Individual oven times may vary.
00:14:33 · Sridhar Ramaswamy
[00:14:33] S8: Learn how to share credit. Credit is never diluted by sharing, and good leaders always share in the happy news when good things come out of their teams. But they always stand in front when things are not going well and say, you know, this is my responsibility. These things didn't go well because I could have done better. That kind of giving, both nurturing your team or protecting your team, is very important. This is not to say that you cannot have a very high bar for who should work in your team. I am routinely a very demanding boss. I expect a lot out of my team. I expect a lot out of myself, but everybody who works with me understands that it is always in the spirit of making us Snowflake the company, us as a team better. That helps you be an effective leader and one that is also very genuine. Finally, my life principle is also that I'm an open and transparent transparent leader. Leader. I communicate very directly. I give feedback very directly. I take feedback very directly. If people tell me that I can do something better, I never grudge that feedback. I think of that as something... As a gift that they are giving me that can help me be better at it. And that kind of an open environment can be very conducive to things getting done very quickly and us being able to get better very quickly as well. Eric Schmidt, our CEO at the time, made me and a few other folks write a $100,000,000,000 revenue plan. This was like two thousand and seven-two eight. We all thought that this was the funniest thing ever because the idea that one company could make a $100,000,000,000 just sounded so preposterous. To be honest with you, the $100,000,000,000 plan was a little bit of a planning exercise, and we worked on it even though we didn't really believe in it. But the real challenge came just a few years later when desktop growth completely flatlined. People stopped buying new PCs, and so that meant that our query growth at Google stopped. This is when mobile started taking off. But the terrifying thing for Google, the business, was that mobile just did not make any money. So the only place we had growth was in mobile search, and yet mobile search monetized at a fraction of desktop search.
00:16:59 · Sridhar Ramaswamy
So we worked five years to bring mobile monetization on par with desktop search, and that was the key to Google thriving through 2014, 2015, and honestly, through to today. When you look at it from the outside, it can look like a smooth journey, but it was an ocean full of big turbulence. Something like a $100,000,000,000 plan was so audacious that you could not immediately translate it. On the other hand, we kept working at it. We had a good system. We tried to improve query monetization, for example, by 5% every quarter. That was part of what drove the overall increase in Google revenue. On the other hand, big achievements can also raise questions in your head. In many ways, us hitting things like a $100,000,000,000, being the SVP of ads and commerce at Google eventually led me to say that I should do something differently. It gave me both the pressure, but also the freedom to go do something else. I went and started a company, and we came up with this audacious thesis that a search engine that was free could in fact be a better search engine. Looking back, I would say that the biggest mistake that we made in conceiving Neeva was not setting the bar for that product to be 10x that of how Google search was. Google has incredible distribution. It pays money to every browser. It pays money to every distribution point. And we had to have realized that if we wanted people to adopt Neeva, we needed
00:18:34 · S0, S1, S2, S3, S5
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00:19:59 · S5, S6, S7
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00:20:59 · Sridhar Ramaswamy
[00:20:59] S8: Tenex product. And until AI came along, we were not really ready for creating that 10x product, and that's a lot of the reason why it did not succeed as a company. And look, my company just was not as successful as might stay at Google. That's okay. I actually think that resilience, being able to deal with failure, is even more important than just succeeding. I'll tell you something. Every startup is an act of believing. It's also an act of madness because you think you can do something that other people have never done before. You need to have that kind of a belief. It's a little bit of a religious feeling. When we started Neeva, we wanted to build a product that was 10x better than Google. It's just that that is a very, very high bar. The product that we built was a little bit better than Google, but not really 10x better. And that was a lot of the issue that we had in distribution. In many ways, I consider ChatGPT to be the successor to Google in terms of information. I go to ChatGPT often because it can solve problems for me with a nuance that a Google search is never going to have. I sometimes take, you know, just pictures. My coffee grinder stopped working. I just took a picture of the grinder, put it in, you know, in chat GPT and said, hey, this is not working. What's the problem? And it told me probably that the top was not screwed on tight. I go and tighten the top and lo and behold, the coffee machine starts working. That is the modern search experience. And so my biggest message to founders is all of you need to believe that you can do something better. But you need to make sure that there is a compelling reason for users to want to use your product. At Snowflake, for example, I tell our PMs, our engineers, that the bar is faster, cheaper, better. Your product has to be one of these for it to truly succeed. Ideally, all of it. I think core principles remain the same, that it's about creating value, whether it's for consumers or for enterprise customers. I think what these technologies all do is they disrupt how value is created. I think making sure that their products are leveraging whatever is coming out today with the best models into their product, into how they think about creating value, is going to be really, really important.