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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
Users
Enterprise
Model
Models
Lead
Building
Become
User

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Entrepreneurship: 10% coach, 20% player, 30% cheerleader, 40% waterboy.
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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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Any time where the delta b/w what is possible and how things work today is at its widest, that's an opportunity to go build new technology.
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I have a lot of faults. I often interrupt in meetings. I talk too loud. I talk too fast.
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In a user lead model, users are bringing in their own technology... and you can build software then, around the user.
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The most customer-centric organizations can answer any question by deciding what's best for the customer, without ever having to ask.
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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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The only barrier to entry you can create is to consistently build a great product.
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I interned at Miramax and subsequently at Paramount because I was really curious about the future of entertainment - how were we going to get films online? While the inspiration for Box didn't come from that experience directly, it was very obvious that bigger businesses had a lot of slow processes and cumbersome technology.
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If every customer is using your product correctly, you'll never learn anything interesting about what to do next.
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It's unfortunate biologically we have to sleep.
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If you're waiting for encouragement from others, you're doing it wrong. By the time people think an idea is good, it's probably too late.
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Startups live at the intersection of existential crisis and everything going perfectly great.
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Start with something simple and small, then expand over time. If people call it a 'toy' you're definitely onto something.
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In an IT lead world, incumbents generally win because they have the existing relationship with the IT organization.
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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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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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Why we do what we do: that moment when you get to see the future on your computer screen before the rest of the world.
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Innovation in tech favors the naive and the stubborn. If you are too rational you won't tackle problems that others once failed at.
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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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