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Jennifer Tejada

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2020-08-28
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2020-08-28
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  1. “It is my pleasure, Harry, and thank you so much for your persistence. It's been a lot of fun, and I really appreciate you including me.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  2. “Pager duties not only delivered on that mission, but also on our commitment to improve time-sensitive global healthcare and access for people through PagerDuty.org to create more equitable and sustainable communities around us by creating access for people who want to have careers in the tech industry, and that frankly, five years from now, we won't be having this conversation because there'll be so many other female and people of color who have reached the CEO role in enterprise that'll be irrelevant by that point in time.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  3. “I hope I just continue to get smarter and better in myself and faster, but at the same time not have to do it in a hurry. I think pager duty is increasingly making this transition from having been a really well-known to your point game changing product company to a true platform that really helps organizations manage real-time unpredictable unplanned and unstructured work wherever it turns up within an organization. So we started in dev, we've moved from dev into IT, into security, starting to see us in places like customer service. But increasingly the common theme is there's a lot of work coming at people that happens unexpectedly, that's unstructured, but yet needs cross-functional collaboration and is time sensitive and mission critical because it's in service of the end customer. And that's really where our focus continues to be. I'd like to think that in five years time,”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  4. “the board in most cases, and that came through intention, but also through diligent planning, programming, measuring, and constantly getting better. And we're still not done. I still think we have so much more to do. But I think treating inclusion and diversity and access and equality as a business initiative as opposed to some cultural or HR or corporate responsibility activity that we need to undertake as part of driving change. And I think the more transparent, the industry and companies can be around reporting their progress on diversity and inclusion and things like pay equity, the more peer pressure we'll create to move the entire industry forward. Pager duty is going to release some of that data later this summer to kind of try and help accelerate that process.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  5. “Yeah, I think one is to treat it like a business initiative as opposed to a box checking exercise or something that HR owns. And with any important business initiative, you set explicit, measurable goals with explicit milestone timing timeframes, and you allocate resources and leadership, and you go. And you execute a bunch of programs and you check the progress of those programs. And if they're not working, then you adjust. And I think there's been a lot of hand waving and to your point, a lot of talk about setting the tone from the top, but not putting the programmatic operationalization in place within the company to drive true measurable change. And that's something that we've been doing at PagerDuty in the time that I've been there. And the results speak for themselves. I mean, we were deeply technical company that was mostly male when I got there and our team is balanced across.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  6. “The diversity. I am tired of being one of the very few females in enterprise software, leading enterprise software companies, and I think we're taking too long, and I'm glad the dialogue is much more advanced than it was a few years ago, but we're still way behind where we need to be in terms of creating access and opportunity for women and people of color and frankly just underrepresented people in general.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  7. “Lately, Scott Cook, I've been spending a lot of time with Intuit, their customer I'm speaking to their leaders today, actually. Scott was at Procter& Gamble and then was the founder of Intuit, and he's created such an incredible legacy of leaders, not just in the valley, but across industries around the world and still to this day is very involved in what his end customers need and building product. He's just an incredible person to observe and watch. No.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  8. “I have many mentors. I tend to seek mentorship on specific issues as opposed to go to a specific person, probably because I'm not very good at asking for help and I don't like to burden a single person. But I think my best mentors are the ones that challenge me as opposed to ones that are constantly cheering me out. And that's what I have my parents and my family for. And I like it when a mentor says, you're thinking about this all wrong or stop feeling sorry for yourself or snap out of it and focus on the stuff that really matters. I think it's really helpful.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  9. “Staying focused on the paths to growth that we think are going to have the biggest impact. You know, when you're a high growth company, you have a lot of opportunities and it's easy to dilute yourself in trying to do too many things. And we're always constantly trying to reprioritize and narrow our focus and it gets harder and harder with every quarter that goes past.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  10. “I read this book Tuesdays with Mori many years ago, and Mitch Album is a sports writer for the Detroit Free Press at the time. He wrote the book, and I loved how he talked about spiritual security and how you can feel a sense of safety amongst your family that is very hard to replicate in any other part of your life.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  11. “I think great board members are great sounding boards. So without judgment, a CEO should be able to call a board member and really openly share something that's worrying them or concerning them. And unfortunately, like that's a really thing for some board members, that's a really fine line to play because you're also responsible for ensuring that the right leader is in place and you are essentially the accountability point for that leader. And so creating an environment of trust where a CEO will call you out of the blue and say, I need help, I'm trying to think through something in confidence. I can't share it with my team. I'm not ready to bring it to the board. What are your thoughts on this? That's a one-to-one trustful relationship that I think it's built over time, but it can be accelerated based on the behavior in the boardroom. It can also be delayed based on the behavior in the boardroom.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  12. “Funny because after every board meeting I go to, I self assess how did I do today? Was I a good board member or not? You know, I would say the best board members are very good listeners. They're astute listeners. They're active listeners because they're not just reading the report you wrote them or the slides you're presenting, but they're watching the body language. They're getting a sense for how does the team look? Does the team look fatigued? Does the CEO look inspired? Where do I need to focus my time and attention? Good board members ask great questions, and they don't ask a lot of questions, to be honest. I mean, I think the most phenomenal board members I work with are the ones that ask super insightful questions in the right moment. And when that happens, everybody knows it because the whole room kind of stops or the whole Zoom kind of stops in this case. And they really are provocative and insightful in maybe helping you find another lens to look at the business through or to look at a problem through.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  13. “Well, I've had this awesome opportunity at Pager Duty to curate our board, which you don't always get as a CEO. And if you're a founder listening, it's something that I would take very seriously because I think of the board as being for the company and for management, where often people think about the board as being governance and oversight. And yes, that is part of their job. But at the end of the day, the board is part of your organization that is trying to set the right strategy, trying to help you execute effectively against that strategy, try to drive share and win in the marketplace. And so when you think about it from that perspective, you tend to think about your board members more as partners than as your bosses, so to speak. And in doing so, I think it enables a much more collaborative”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  14. “In the team. And so we really started to talk about as a team why we were where we were and what we needed to change to get to a different vision for our team. And that vision is one where we will have a healthy debate, where we can disagree, where we can have a debate in a room, but then even if we don't all agree in the end, we align, we sort of quote unquote disagree and commit. I think that's a Jeff Bezos thing. And that has taken practice. And every time you add a new team member, you almost kind of go back to scratch. I think about the sort of forming, storming, norming model. And in a high growth company, you almost never get to norming. There's just no stasis because the company is changing so fast because of the scaling. And so you're kind of constantly pivoting back and forth between forming and storming, forming and storming, forming and storming. And if that's uncomfortable, maybe a growth company is not a great place for you.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  15. “Have enough trust as a team to call them out on that and figure out how to get that particular issue back on track. And then there's practice, right? There's just no substitute for practicing. And I will tell you, like this did not come naturally to pager duty or I'm from Minnesota and the company was founded by Canadians. I mean, you can't get any nicer and politer unless you added maybe some English people in there. And what I found was that everybody was being very careful not to get in anybody else's backyard, not to get in anybody else's grill. And it was very nice conversation. Meetings were very pleasant, but they weren't terribly productive. And we tended to be focusing on the things that were going well as opposed to the big challenges that we really needed to address. And I often felt like I was always the one that was pointing out, like, well, what about this thing that's in red? And what about this thing that's in red? And what are we doing about this, which made me feel like the nagging kind of fishwife?”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  16. “Yeah, it's not easy. And I'm a big fan of Patrick Lencione, who is famous for his book, The Five Dysfunctions of a Team. He describes an environment where in order to be able to have those uncomfortable conversations and have what I call a healthy constructive debate, you have to have a foundation of trust. So I think it starts with making the investments in time, in money, whether it's off sites, it's one-on-ones, it's thinking about who you hire and what your team needs, but making the investments to build a very strong foundation of trust in a team as a starting point. And then there's setting the culture and the values of those teams. So making it clear to the team that we actually do want to focus forward and we want to be progressive and we want to challenge ourselves. And we also need to hold ourselves accountable. And if someone is not accountable to a commitment, you have to be willing to.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  17. “That making any decision so that you're technically running an experiment and can learn something is better than waiting for more information.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  18. “Reputation in the process. And I think in doing that, you do learn a lot about how to make quick decisions in service of getting the decision made and moving forward as opposed to getting caught up in analysis paralysis. And then the last thing that has helped me in this is if you look back on decisions that you've made in the past, ones where you've had a lot of information and ones where you've had very little information and kept score, I think you would find that the quality of the decisions you made with less information is just as good and maybe better because you made that decision more quickly and were able to execute more quickly, which might have given you an advantage than when you got analysis paralysis. I think it's much harder when the decision isn't obvious. And that's where you go digging and looking for data. And at some point in time, making a decision is better than no decision at all. And as I've gotten older and a little bit wiser, hopefully and a little more experienced, I've learned”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  19. “To not the least of which the one that we're in right now. But in a crisis, it's usually time sensitive. There's usually a lot of emotional pressure to fix something. There are people, stakeholders looking to you for guidance and direction and information that in some cases could be life or death. And you're all having to do this under significant time pressure with very little information. And so the truth about a crisis is it has a beginning and an end. And knowing that after having been through a couple gives you the peace of mind to, I think, be calm and weather that crisis as it's happening. And at PagerDuty, I mean, this is what we do for a living, incident response, and helping individuals detect issues quickly and early so that they don't explode into crises, but then manage those issues with cross-functional team members and quickly get to the bottom of them so they can protect the customer experience, protect their business, protect their teams.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  20. “Yeah, one of the things that's really helped me in becoming more decisive as a leader, there's actually three things. One has been board work. I've been a board director for the better part of 25 years. And when you're a board member, you're asked to approve or advise on the basis of having about 10% of the data you're used to having as an operator. And so you get really good at consolidating the information that you have and making a call, making a judgment call, leveraging your experience and your instincts, whether things are going the right direction or they're not, or the governance that's supposed to be there is or isn't a management team is asking themselves the right questions or there are some other questions they should be thinking about, et cetera. And so being on board got me comfortable making decisions with little information. Also having experience working through crisis and if you're in business long enough, you're going to manage a crisis or”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  21. “Team who each in their own right are very good at their jobs and expert in what they do but also open a new challenges and not afraid not going to make fear-based decisions as opposed to sort of taking a leap every now and again and they're also a team that I think are not afraid of the truth or not afraid to have a healthy debate and that's been something we've had to work on like you have to build that muscle to be able to have an uncomfortable conversation within a team and be uncomfortable in holding each other accountable to goals and commitments that we've made and that's a muscle that doesn't just come naturally you actually have to build it”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  22. “Are they making the right decisions? So, yeah, I absolutely doubt myself all the time. And the way I manage that, though, is, and my team knows this, I like to have a lot of data around me. I like to do the analysis, understand parts of the business at a very detailed level, particularly if something's not going as well as I expected to or if it's going better than I expected it to. I want to understand why time and cynic has the five whys. I probably have seven is probably overkill. But I like to really dig in and understand why something is the way it is, why it's working the way it is or not working the way it is. And just having the knowledge, like having the background, having the foundational understanding of a particular issue or problem gives me a lot of confidence. I think the other thing that helps you manage self-doubt is surrounding yourself by great people because I'm never in this alone. I'm surrounded by a phenomenal experienced team, a team that I trust.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  23. “Yeah, all the time when I first came back to Silicon Valley, everybody was talking about this thing called imposter syndrome. And I didn't really understand it because I've always been so open about how much self-doubt I have that there's like no secret imposter thing. And I think being open about those feelings that you have, one helps you really come to terms with them because they're out there. Like you're not like sitting on a secret. You're not simmering this kind of hypothetical idea inside your head. You've actually put it out there. I'm constantly doubting myself. I think anybody who runs a meaningfully sized company or is responsible for the employment of hundreds of people or has a duty of care in a leadership role is going to doubt themselves. It's natural. And frankly, if you're not, I'd be nervous about the level of arrogance and narcissism in a person that isn't questioning. Are they prepared? Are they equipped for the role? Are they doing the right thing?”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  24. “Because we Is kind of down to insecurity, I guess, in a lot of cases. It certainly is for me. Natural to doubt yourself. My question to you is it's easy to look at you now and That I have is did you ever doubt yourself Do you think about”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  25. “Torturous in an executive meeting, really pressing them on how we're executing against our strategy and what we're doing well, what we're doing not well. And does that come down to alignment? Does it come down to capital allocation? Does it come down to conviction? Does it come down to COVID? What is it? And I was relentless, let's put it that way. But that's part of me processing, which is a little bit selfish sometimes, but I think good for the company that I'm thinking about the long game.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  26. “Mountains and just feel that fresh air in my face. And I think while I'm taking on those activities, I also used to do a lot of deep thinking while I was traveling. And I do miss my flying time, to be honest, because I would be there in that cocoon of a seat just kind of thinking through what I needed to be doing in the next coming months or the coming year. And so I've sort of replaced my flying time with additional walking time or just some quiet time to myself. I find a corner in the house and go think on my own. I'm an extrovert though, and so a lot of my processing happens with other people. Sometimes they don't even know they're helping me process. I feel a little bit like I'm using them. They may think that I'm helping them with something, but I'm actually processing a challenge I've been thinking about for a long time. It sort of poke them to think differently. Yesterday I was particularly”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  27. “I do. I really like to be out in nature. And when I lived in Australia, I like to be out in the ocean. I did a lot of open water swimming and surfing. And now that I'm a little more landlocked, I do a lot of walking and hiking. And so I like to be near a mountain or an ocean or a hiking trail in some way, shape, or form because I feel like when I'm out in the open, my mind is open, my body is in a good, healthy position for my brain to work the best. And I do walk every single day and I do a lot of walking one-on-ones with my team. I find when we're walking, we have a more candid conversation, more emotion is leveraged in those conversations than when we're on video going through to-do lists. So I do try and kind of disconnect myself the world. My team knows that I have a penchant for skiing and water sports. I like jumping off of things. And so multiple times a year, I try and get away and hurl myself off the side of”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  28. “And ultimately, what that leads you to is kind of fear based decision making. And so I'm finding myself having to be really aware of that, trying to catch myself when I sort of fall into that trap and really trying to.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  29. “Younger sister gave a toast in my wedding, and one of the things she referred to was me being the risk taker in the family. So I may not be the most balanced person to ask on this subject, but I've always taken the perspective that if you're not a little bit scared in everything that you're doing, you're not being open enough to the possibilities that are out there. And I grew up in a series of small towns and went to a really giant state school and then went to work for a really big company that moved me around the world. And as I mentioned, I've lived in a number of different continents and countries around the world. And I've learned to embrace the adventure that comes with risk and see that as a learning opportunity, as opposed to focusing so much on what can go wrong. What's interesting though is since I've taken the company public, you're actually kind of trained and modeled to constantly be managing risk. Like, you know, if you do this, what will the street think? If this happens, then how will that impact the stock price? And it's a lot of short-term risk management.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  30. “Tactical question to ask, but I'm always surprised by how many people aren't able to answer that readily because they are so focused on what they should do, what they must do because other people have set those expectations for them. And this idea that it is a race, honestly, you're going to be hard-pressed to find many tech CEOs, particularly in deep tech, who have as different of a background as I do. But I was a CEO in my early 40s, so I think I did okay. And I'm still learning and I still feel like there's so much more for me to do, even as I chalk up decades of experience. It feels funny to talk about that. But I do know what drives me, I guess.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  31. “Maybe I need to try something different. Do I feel like I'm overwhelmed and I'm actually not adding value? Maybe I need to slow down until I can really see some fruits of my labor. And by doing that, I'm really playing my own game and I'm setting my own pace as opposed to letting all of the externalities, many of which are sort of vanity centric as opposed to sanity-driven drive how I feel about my own growth and my own development in my career. And that's worked really well for me, but it really comes down to knowing what you're motivated by. And I can't tell you how many conversations I've had with leaders in my business or people that I've mentored where they want to know, should I go do this thing? And the first thing I'm asking them is, well, what are the things that make you really happy at work and make you feel that you have a sense of purpose and deeply fulfilled and inspired? And one of the things that you don't really like to do, and that sounds like a really money.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  32. “Harry, I think it's not so much a fast or slow thing, and it's more about being aware of what you're truly motivated by, like what you intrinsically are inspired by in your life and in your career. And in my case, I learned pretty early on that the thing that gave me the adrenaline rush that got me inspired, that got me excited in the morning was to see how much I could learn in the shortest time possible. I wasn't as driven by money or power and authority or title or even public exposure. I was more driven by how rich can the learning experience be and how can I get opportunities where I can take on more things where I can learn really quickly, but also demonstrate mastery in the form of value. Like am I having a personal impact on my team? Am I having a personal impact on my customers? Am I having a personal impact on my company and my industry? And so that has sort of led my decision making on do I feel like my learning is stagnating?”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  33. “Industry are not investing in growth because they hire people off the street and expect them to be expert and come in and do what they need to do and they're in a hurry. But I think we could end up 20 years from now without really well-trained executives leading businesses because the foundational companies that used to do that for the industry are not anymore.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  34. “I would recommend that graduate start at PagerDuty. But there's a reason for that. And that's that PagerDuty has an explicit strategy around growth and development. And we're making significant investments in training and educating not just our entry-level people, but also our executive and senior management staff. And I learned that lesson from P&G, that if you want to build the phenomenal organization that really is customer-centric and can continue to grow and evolve no matter what the market throw is at you, you have to invest in developing your people and not just the technical skills, but also management and leadership skills, self-discovery and self-learning, anything from speaking to problem solving. There's an opportunity to invest in people and help them develop their own capabilities and their careers within their adventure inside your company. And in our case, that's pager duty. I worry that a lot of organizations in the tech”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  35. “So, you know, a little bit of right time and right place, a little bit of being really clear about what I wanted to do knowing I wanted to go back into growth, knowing that probably the growth stage was a good stage for me. I'm like not so good in a garage. I like resources. I want teams, but at the same time, I wanted to build. And I think being really clear on that helped me to identify a lot of opportunities.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  36. “Allowed me to sort of look at the market very analytically with quite an open mind and kind of carve up the landscape to figure out where I thought there were the best growth opportunities that my skill set suited. And PagerDuty was a little bit unlikely because I was looking to move back more into maybe consumer or B2B to C. And what I loved about PagerDuty though is it's very platform-esque. It's designed to improve the lives and the work and manage time effectively for our users. And developers are so innovative in their own right as customers. They're super influential in how our product ebbs and changes and evolves. And at the same time, we're delivering a platform that really helps enterprises deliver their customer experience to their end consumer end user. And so very important, I think, place and role amidst we're seeing as I think seismic acceleration in digital transformation right now.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  37. “Able to get their heads around, even though you were delivering it through very complex technology. And I saw the opportunity to leverage technology to be disruptive as well. And that was my introduction to tech. And I sort of, despite living in a couple of different countries and moving around a lot, never looked back and have always felt at home here. PagerDuty was an interesting opportunity because I had just sold my last company and been acquired by CompuWare and Dynatrace. And I really wanted to get back into building and growth because I had experienced that at I2 and I had gradually gone to bigger and bigger companies and felt like I was improving things but not really disrupting markets. And so I set out to meet as many of I think the most well-known investors in the market. And I think a lot of people think I've been around the valley forever. I was really kind of a valley outsider. I moved back from Australia in 2013. So I had to sort of build a network from scratch.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source

  38. “Some of you was lucky, and some of it was hard work, and some of it was having the right network and being really clear about what I wanted. I mean, I started my career right out of college at Procter& Gamble. So I have a consumer marketing and sales background, but I learned in that role how to work through partners because P&G really relies on channels to engage with their consumers. And at the time, the internet was kind of starting to happen and I wanted to be a part of the future as opposed to the past. And so I took a leap and went to work for a fast-growing company called I2 Technologies. And it was supply chain automation, which is really odd place for consumer marketing person to go. But what was really interesting to me was that it was highly quantifiable value proposition. You could go in and say your supply chain costs this many million dollars if you automate some of that with software. It can cost you $30,000, $40, $50 percent less. And I just really felt like that was a value proposition people would be.”

    2020-08-28 · The Twenty Minute VC · 20VC: PagerDuty CEO Jennifer Tejada on A Leader's Relationship To Risk, Insecurity, Making Decisions with Imperfect Data & What Successful Board Management Looks Like · IDENTIFIED FROM THE TRANSCRIPT · source