Change Management

Growing up is extremely painful. Personally or as a corporation, differences are very little in so many ways.

Currently, at SendGrid,  we are at a stage where there is no more room for lack of excellence.

I was one of the few people that was very supportive and happy when they fired our former CEO (I really like him as person, but not as a leader). 

Regardless, I did not expect that "the grind" was going to get this painful. We've always been too comfortable by having found early product market fit and have developed this toxic culture of being self centric instead of customer centric. 

This past 3 months more than 15 people have left SendGrid (some were also fired) all due to various different reasons, but one thing is certain: we are changing rapidly and that's refreshing to see, but not pleasant to experience. 

I am employee 22. We are almost at 300 people. 

In change management about 35% of the people will churn out. The other 35% will sit and wait and make their decisions after some certainty has developed. I am part of the last 30%, the ones that embrace change and thrive from it. 

Growth rates will slow down, but I am certain that we are building a better company, that is focused on becoming the absolute best email company out there.

I love this @avc tweet about different stages of financing. 

So what are the Series C for? I would say that is the separation between the men and the boys. The time to develop operational excellence, to hit cash flow break even,  to ship a couple of new products that will become profitable lines of business and to develop clear IPO predictability. 

This week I am hoping for a bit more certainty, but things are starting to look like a very fun ride. 

No pain, no gain.