Podcast appearances and mentions of jay simons

Guest: Wade Foster, CEO and co-founder of ZapierWhen Wade Foster and his co-founders launched Zapier, he was 24, and doubted himself constantly. He consulted mentors like Paul Graham and Jay Simons, studied entrepreneurs like Jeff Bezos and Steve Jobs, and also took inspiration from an unlikely source: Actor and martial artist Bruce Lee. “[He] had this fighting style, ‘The Way of No Way,'” Wade says. “He would study all the different fighting styles, and he would say, ‘None of them is the best or the worst ... My job was to take the best of each and then discard the rest, and make it my own.'”In this episode, Wade and Joubin discuss fully remote companies, long-term thinking, hyperscaling, product-market fit, broken products, secondary offerings, “delocation packages,” interview questions, mind-breaking growth, doubting yourself, LLMs, hackathons, and adding a sales team (eventually).In this episode, we cover:(01:10) - Living in central Missouri (04:15) - Will Wade do this forever? (10:23) - Startup envy (13:09) - “Do people actually want this?” (18:44) - What Zapier does (20:15) - Taking outside capital (22:43) - Why Zapier is fully remote (28:01) - The pace of hiring (30:35) - Why résumés can be a trap (37:09) - When to promote from within (41:06) - Scaling problems (43:47) - Self-confidence and mentors (47:37) - Reacting to ChatGPT (53:43) - How Zapier's team uses AI (58:12) - Who Zapier is hiring Links:Connect with WadeTwitterLinkedInConnect with JoubinTwitterLinkedInEmail: grit@kleinerperkins.com Learn more about Kleiner PerkinsThis episode was edited by Eric Johnson from LightningPod.fm

Oliver Jay is a sales and expansion specialist. Oliver was Chief Revenue Officer at Asana and led the company's global expansion. He grew the team from 20 to 450 people and increased international income to 40% of Asana's total revenue. Prior to this, Oliver built the first business sales team at Dropbox, and led the company's expansion into the Asia-Pacific region while tripling ARR. Oliver is now an advisor and leadership coach focused on assisting founders and executives in scaling their businesses. — In today's episode, we discuss: Common mistakes PLG companies make The “PLG trap” and how to avoid it The playbook for transitioning into enterprise How and when to build an enterprise sales team How PLG companies can break $10 billion market cap Why it's difficult to emulate Atlassian, Slack or Salesforce — Referenced: Airtable: https://www.airtable.com/ Asana: https://asana.com/ Atlassian: https://www.atlassian.com/ Bitbucket: https://bitbucket.org/product/ Confluent: https://www.confluent.io/ Daniel Shapero: https://www.linkedin.com/in/dshapero/ Datadog: https://www.datadoghq.com/ Dennis Woodside: https://www.linkedin.com/in/dennis-woodside-341302/ Dropbox: https://www.dropbox.com/ Dustin Moskovitz: https://www.linkedin.com/in/dmoskov/ Jay Simons: https://www.linkedin.com/in/jaysimons/ Jira: https://www.atlassian.com/software/jira Justin Rosenstein: https://www.linkedin.com/in/justinrosenstein/ Kim Scott: https://www.linkedin.com/in/kimm4/ Salesforce: https://www.salesforce.com/ Slack: https://slack.com/ The PLG Trap: https://www.linkedin.com/pulse/plg-trap-oliver-jay/ The seed, land, and expand framework: https://www.endgame.io/blog/seed-land-expand-framework Zendesk: https://www.zendesk.com/ — Where to find Oliver Jay: LinkedIn: https://www.linkedin.com/in/oliverjayleadership/ Website: https://www.oliverjayleadership.com/ — Where to find Brett Berson: Twitter/X: https://twitter.com/brettberson LinkedIn: https://www.linkedin.com/in/brett-berson-9986094 — Where to find First Round Capital: Website: https://firstround.com/ First Round Review: https://review.firstround.com/ Twitter: https://twitter.com/firstround YouTube: https://www.youtube.com/@FirstRoundCapital This podcast on all platforms: https://review.firstround.com/podcast — Timestamps: (00:00) Introduction (02:23) Differences between PLG and enterprise companies (05:56) Avoiding the “PLG trap” (07:39) Transitioning to enterprise feels like building two companies (10:57) Thinking about user value versus company value (13:58) The relationship between OKRs and executive champions (14:59) Dropbox had almost no company value (15:33) The strategy PLG companies should avoid (18:30) Why Dropbox is worth $10b, not $50b (19:41) The story of Asana's expansion (21:16) Asana's unique customer success team (23:27) How product strategy relates to finding champions (25:03) How Asana structured its GTM org (27:11) What Oliver would have done differently with Asana's GTM (29:45) Getting executive-level buy-in (31:49) Asana's concept of “selling clarity” (33:18) An inside look at Asana's transition into enterprise (37:59) The champion tree framework (40:43) Structuring Asana's early enterprise sales team (44:27) The impact of company size on GTM (47:20) Common sales mistake (48:29) The seed, land, and expand framework (51:43) Oliver's advice to founders (54:13) Why building horizontally may be a mistake (55:32) Common challenges faced by PLG companies (58:30) How PLG companies can break the $10b market cap (60:17) Why emulating Atlassian's playbook is difficult (63:21) People who had an outsized impact on Oliver

Jay Simons, former President of Atlassian (2011-2020) joins Erik and Jack for episode three of “1 to 1000." If you're looking for SOC 2, ISO 27001, GDPR or HIPAA compliance, head to Vanta: https://www.vanta.com/1000  --- SPONSORS: Are you building a business? If you're looking for SOC 2, ISO 27001, GDPR or HIPAA compliance, head to Vanta. Achieving compliance can actually unlock major growth for your company and build customer loyalty. Vanta automates up to 90% of Compliance work, getting you audit-ready in weeks instead of months and saving 85% of associated costs. 1 to 1000 listeners get $1000 off at: https://www.vanta.com/1000 Metaview is the AI assistant for interviewing. Metaview completely removes the need for recruiters and hiring managers to take notes during interviews—because their AI is designed to take world-class interview notes for you. Team builders at companies like Brex, Robinhood, Quora, and Replit say Metaview has changed the game—see the magic for yourself for free on your first 5 interviews: https://www.metaview.ai/1000 Pesto Tech is a hiring marketplace that makes finding great remote developers fast and easy. They use large language models to evaluate developers along dozens of parameters, including code quality, performance, and security. If you need to start hiring developers fast, all you have to do is answer 5 simple questions on their website: https://pesto.tech --- X / TWITTER: @jaysimons (Jay) @jaltma (Jack) @eriktorenberg (Erik Torenberg) @TurpentineMedia --- TIMESTAMPS: (00:00) Episode Preview (01:34) What made Atlassian different from other VC-backed companies? (03:55) How to orchestrate GTM teams efficiently (07:37) Would Atlassian have raised to grow faster? (11:30) Sponsor: Vanta (12:50) Jay on what companies should raise / shouldn't raise (16:48) What should companies not emulate Atlassian on? (21:15) On how to price software (26:24) How to use pricing to differentiate in a hyper-competitive market (28:13) What metrics actually provide signal? (30:07) Sponsors: Metaview | Pesto Tech (31:50) The case for increasing / decreasing prices (36:27) When to build a second product / go multi-product (43:34) Atlassian's high volume of acquisitions (46:45) Jay's criteria for good acquisitions (50:31) Hubspot's employee magic and how to recreate it RECOMMENDED PODCAST:  Every week investor and writer of the popular newsletter The Diff, Byrne Hobart, and co-host Erik Torenberg discuss today's major inflection points in technology, business, and markets – and help listeners build a diversified portfolio of trends and ideas for the future. Subscribe to “The Riff” with Byrne Hobart and Erik Torenberg: https://link.chtbl.com/theriff

This week's theme on the Retirement Quick Tips Podcast is: Retire…Never? Today, I'm talking about why more Americans are saying never to retirement.  According to the Employee Benefit Research Institute, 29% of workers expect to work to age 70 or like Jay Simons - the 100 year old attorney I talked about yesterday, have decided to never retire.  In my own life, I can certainly name several people who worked well into their 70s and beyond. I have clients well into their normal retirement years who are still working. My dad turns 70 this year with no plans to retire, and my father in law still works part time at the age of 75.  The WSJ profiled several readers in a recent article on this topic. What I found as the most common thread among why people continue to work past the normal retirement age came down to purpose and meaning in work, that they didn't think they would have in retirement if they stopped working all together.  Kristine Arlitt, age 73, said: “I started formally working at 14. As I sit here today, age 73 and feeling like 30, I simply cannot imagine not working. I just enjoy it too much. I made the decision a few years ago to change how I do it. I left my old firm and took control. Now, I select the clients, the cases I find interesting. I am now able to do a lot of pro bono work for people who simply cannot afford professional services but are desperately in need of them. I enjoy being relevant, productive and making contributions. I enjoy being happy. I will continue to work as long as I am in control. Slowing down—YES. Changing how I work—ABSOLUTELY. Actually retiring—NEVER!” That's it for today. Thanks for listening! My name is Ashley Micciche and this is the Retirement Quick Tips podcast.     ---------- >>> Subscribe on Apple Podcasts: https://apple.co/2DI2LSP >>> Subscribe on Amazon Alexa: https://amzn.to/2xRKrCs >>> Visit the podcast page: https://truenorthra.com/podcast/  ---------- Tags: retirement, investing, money, finance, financial planning, retirement planning, saving money, personal finance

(0:00) Intro(1:19) Welcome Jay Simons(10:15) BEA Acquired by Oracle(14:19) Joining Atlassian(16:58) What was the company growing at when you joined?(22:10) Divorcing the success from the tactics(34:48) Control your destiny of what the market is going to take(40:22) How do you orient your team?(46:42) Having two products early on(55:07) Seeding the community(1:07:29) Crucible moments at Atlassian (1:22:11) Path to advising (1:33:28) Soft diplomacy in decision making Mixed and edited: Justin HrabovskyProduced: Rashad AssirExecutive Producer: Josh MachizMusic: Griff Lawson 

Jay Simons is a General Partner @ Bond Capital, with their $1.25Bn debut growth fund in 2019 they made their mark on the venture landscape and have since made investments in the likes of Revolut, Canva, NextDoor, IronClad and my favourite, On Running. As for Jay, prior to entering venture, he spent an incredible 12 years at Atlassian including 9 years as President, playing an instrumental role in their hyper-growth journey. Jay is also a board member with both Zapier and HubSpot, two of my favourite SaaS companies. In Today's Episode with Jay Simons You Will Learn: 1.) How Jay made his way into the world of startups following a stint as a pianist in Asia and how that startup journey led to his joining Bond on the venture side? 2.) Why does Jay believe the best companies build economies around themselves? What does this look like in reality? When is the right time for the company to start building these economies? As an investor, what are the signs that a founder is proactively thinking about this? What are some of the biggest mistakes people make when building economies? 3.) Why does Jay believe Partner/Channel networks can be so powerful? When is the right time to build out channel partners? What is the training framework for these partners before they can represent your products in market? How do channel partners change the internal structure and resource allocation for a company? What mistakes do people make with these partners? 4.) How does Jay think about when is the right time to build a second product? What were the biggest takeaways from his time at Atlassian on building product suites? How does Jay determine when is the right time to move upmarket into enterprise? How does this change in a world of product-led growth? 5.) Why did Jay decide now was the right time to move into venture with Bond? For what reasons did Jay choose Bond, over all the other firms? What have been the biggest surprises for Jay from his first 100 days in venture? What have been the most challenging elements? How did Jay embrace the common challenge of building the conviction to write the first check? Item's Mentioned In Today's Episode with Jay Simons Jay's Favourite Book: The River Why Jay's Most Recent Investment: Sentry As always you can follow Harry and The Twenty Minute VC on Twitter here!

In episode 37 of EnterpriseReady, Grant speaks with Jay Simons of Bond. They unpack the many lessons Jay has learned from his long and celebrated software career, including growing Atlassian from a startup to the massive, publicly-traded behemoth it is today.  The post Ep. #37, Up The Ladder with Jay Simons of Bond appeared first on Heavybit.

In episode 37 of EnterpriseReady, Grant speaks with Jay Simons of Bond. They unpack the many lessons Jay has learned from his long and celebrated software career, including growing Atlassian from a startup to the massive, publicly-traded behemoth it is today.

In episode 37 of EnterpriseReady, Grant speaks with Jay Simons of Bond. They unpack the many lessons Jay has learned from his long and celebrated software career, including growing Atlassian from a startup to the massive, publicly-traded behemoth it is today.

In episode 37 of EnterpriseReady, Grant speaks with Jay Simons of Bond. They unpack the many lessons Jay has learned from his long and celebrated software career, including growing Atlassian from a startup to the massive, publicly-traded behemoth it is today.  The post Ep. #37, Up The Ladder with Jay Simons of Bond appeared first on Heavybit.

Today’s episode is with Jay Simons, who’s currently a partner at Bond and serves on the boards of Hubspot and Zapier. But before that, he had a long run as the President of Atlassian, which develops software collaboration tools like Jira, Confluence and Trello. In today’s conversation, Jay dives into Atlassian’s growth story, from what’s misunderstood or not talked about enough, to the strategic choices that went against the grain. He shares an inside look at how Atlassian built a product that can sell itself and deferred short-term openings for more durable long-term opportunity. In addition to unpacking what he calls their “three-legged stool” of self-service, a global network of channel partners, and eventual enterprise upselling, Jay gives us a deep dive into their pricing strategy and how they thought about exploring adjacent product areas. From spinning the flywheels of a remarkable product and a high-velocity self-service funnel, to building a culture that focuses on first principles, there’s tons of great advice in here — not only for go-to-market and revenue leaders, but for anyone who works at a startup. This blog post from Intercom has the flywheel graphic that Jay mentioned in the episode. https://www.intercom.com/blog/podcasts/scale-how-atlassian-built-a-20-billion-dollar-company-with-no-sales-team/  You can follow Jay on Twitter at @jaysimons. You can email us questions directly at review@firstround.com or follow us on Twitter @twitter.com/firstround and @twitter.com/brettberson 

Jay Simons, Atlassian's President for the last 12 years, joined the company in 2008 when the company was already a product-led success making an estimated $150 million in revenue that year. Now in 2020, Atlassian's revenue guidance is more than 10X that number at nearly $1.6 billion dollars. Jay has helped lead and grow their product led growth efforts and has created a truly epic revenue engine. In today's episode we unpack Atlassian's secret to creating compounding customer value, how Atlassian uses pricing as a competitive advantage, and the role of human champions in a self-serve customer journey. That and more on this episode of the BUILD podcast.

In this episode, you’ll hear a conversation with Jay Simons, President of Atlassian and Arif Janmohamed Partner at Lightspeed.

397: Atlassian's President, Jay Simons, and CIO, Archana Rao, discuss the unique culture of Atlassian. Both note that the company is extremely open, honest, and direct. The work of the executives is transparent to the rest of the company. Archana believes that allowing people to see other's work, performance, and perspectives provides a recognition that there are challenges everywhere and it builds an immensely strong culture because people tend to work well together in this way. Jay has seen the company go from 100 to 3,000 employees in his 11 years with the company, and he declares that this culture has scaled remarkably, which in his mind is a testament to foundational parts of the culture that the company created.

397: Atlassian’s President, Jay Simons, and CIO, Archana Rao, discuss the unique culture of Atlassian. Both note that the company is extremely open, honest, and direct. The work of the executives is transparent to the rest of the company. Archana believes that allowing people to see other’s work, performance, and perspectives provides a recognition that there are challenges everywhere and it builds an immensely strong culture because people tend to work well together in this way. Jay has seen the company go from 100 to 3,000 employees in his 11 years with the company, and he declares that this culture has scaled remarkably, which in his mind is a testament to foundational parts of the culture that the company created.

At Atlassian, openness is core to everything the company does: employees can access most information on Confluence; "open company, no bullshit" is one of the company’s five values. But it can be risky. Atlassians knew the company was going public four months before it filed. The entire company was told about Atlassian selling its chat products Stride and Hipchat to its largest competitor in the space, Slack, four days before the news went out. Some would say that that level of openness is unnecessary, but Atlassian believes that trust and honesty are essential to maintaining the culture its worked so hard to build.   Missed the session? Here’s what Jay talks about: What is driving growth in the cloud? Does collaboration help founders drive growth forward? How do you scale an open culture? If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin SaaStr

On this episode of Scale, we're diving deep into one of the most remarkable stories in software over the past decade – how Atlassian grew into a $20 billion dollar company without a formal sales team. So how did they do it? We sat down with Jay Simons, President of Atlassian, to get an inside look at their unique high-velocity low-touch sales model and whether it's right (or wrong) for your business.

Culture seems like a soft, intangible byproduct of mergers and acquisitions. Synergies. Tax efficiencies. Accretion. Those are empirical. That's what drives Wall Street and gives jobs to investment bankers and lawyers. But culture matters to employees, much more than financial engineering. When Trello co-founder Michael Pryor had to decide to sell his enterprise software company to Atlassian earlier this year, his decision centered around cultural fit. Atlassian president Jay Simons and Pryor recount to host Alex Sherman the ways they were convinced an acquisition was right for both companies. 

Sanjay Poonen grew up lower-middle class in India and pushed past rejection to become one of the most respected executives in Silicon Valley; he's now chief operating officer at VMware. Jay Simons' detour before law school took him playing piano across Asia – and inspired him to ditch law for tech, where today he's president at Atlassian, one of the industry's hot young companies. For most of us, the path to success isn't going to be a straight line. But those who make it learn a lot of lessons you can't capture on a résumé. So what qualities separate the best from the average? I sat down with Poonen and Simons for the latest episode of the Fortt Knox Podcast, and the two executives shared some wisdom from their journeys that should help others along the way. Learn more about your ad choices. Visit megaphone.fm/adchoices

As VP of Sales and Marketing at Atlassian for three years before becoming President, Jay Simons has a broad perspective on what it takes to build a successful company. Sometimes, ignoring conventional wisdom is what will differentiate you from the competition. Bootstrapping from day one, launching and supporting multiple products, and doing it all without traditional Sales team - Atlassian's approach (and wild success) has always been a curious anomaly in SaaS. After 13 years of being an exception to every rule, Atlassian went public in late 2015 with a total market capitalization of $4.37B at the time of the IPO. In this session, Jay answers our burning questions:  1.) Why does Jay believe in most cases the best run companies are public companies? What does being public bring to the organizational structure of a firm? 2.) How important is it for early stage startups to have board members and outside perspectives? How should they select those inputs? 3.) How important a role does customer support and success play in the conversion of customers from trial to paid versions?  4.) How does Jay focus on 4 products with such a differentiated suite of products? Does this not contradict the often cited fundamental, focus. If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin Harry Stebbings SaaStr

In this episode Fred hosts Atlassian President, Jay Simons. Fred talks with Jay about the unique way that Atlassian approaches building software.

In this episode Fred hosts Atlassian President, Jay Simons. Fred talks with Jay about the unique way that Atlassian approaches building software. The post Ep. #3, Feat. Atlassian’s Jay Simons appeared first on Heavybit.

Intercom senior marketing director Matt Hodges talks to Jay Simons about SaaS marketing, scaling a marketing team, and selling without a sales team.