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The IT model of the enterprise has become a lot more user lead.

Aaron Levie

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Aaron Levie
Age: 38
Born: 1985
Born: December 27
Entrepreneur
Seattle
Washington
Model
Models
Lead
Building
Become
User
Users
Enterprise

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I'm obsessed with speed. I'm always asking myself, 'Why can't we do things faster? Why can't it happen more efficiently? Why is this requiring three meetings instead of one?'
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Modularize, don't customize. Build a platform as opposed to building all of the custom technology and custom vertical experiences.
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Tip: Take the stodgiest, oldest, slowest moving industry you can find. And build amazing software for it.
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All of a sudden, if you think about the entire ecosystem of connected devices that can pull down information, access content and allow me to share and work and communicate, the vast majority now are not Windows computers. They are iPhones. They are iPads. They are Android devices.
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The chance of failure is almost always better than the guarantee of never knowing.
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If there could've ever been a magical time to build an enterprise software company, now is absolutely that time.
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You can keep 'consumer' DNA at the center of your product. That will always mean that adoption is easier.
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The 10% between 90% done to 100% done takes most of the time, causes most of the stress, but is all of the value.
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Everything about the enterprise, and then by definition the software the enterprise uses has changed - just in the last 5 years.
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My co-founder Dylan Smith and I left our junior year of college to move to the Bay Area. To the horror of our friends' parents, we actually had two other friends drop out of college to work on the product. The four of us were just working non-stop growing Box.
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If people don't think the odds are against you, you're doing it wrong.
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My downtime tends to resemble my uptime. Weekends are workdays, but toned down. Over the whole weekend, I may have five meetings, as opposed to six on a weekday. I used to play piano for 30 minutes at night, but I had to pull that out of my schedule. I don't have time for nonwork stuff.
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Go after the customers that are working in the future, but haven't totally lost their minds.
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We're enamored with the concept that there's always a price. But sometimes, your goal is to build a great company, not sell it.
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Better to be right about the trend and wrong about the implementation, than the other way around.
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Start with the assumption that the best way to do something is not the way it's being done right now.
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In the enterprise you want to start intentionally small.
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My mom is proud of me. But she might not be too happy about the hours I keep or how little I eat. I wake up so late that it would be inappropriate to have breakfast. At most, I will have a snack in the day and dinner. I realize that it's not the healthiest way to live, but it's all I really have time for.
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Startups live at the intersection of existential crisis and everything going perfectly great.
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Listen to your customers, but don't always build exactly what they're telling you. This is a really key distinction around building enterprise software.
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