Quote

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.

Aaron Levie

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Aaron Levie
Age: 39
Born: 1985
Born: December 27
Entrepreneur
Seattle
Washington
Keys
Exactly
Build
Listen
Software
Building
Distinction
Around
Enterprise
Really
Customers
Always
Telling

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It's unfortunate biologically we have to sleep.
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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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If there could've ever been a magical time to build an enterprise software company, now is absolutely that time.
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The best technology is aimed far enough in the future that it stands out, but close enough to the present that it blends in.
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What happens to the Microsofts, Oracles and IBMs of the world is that when they get big enough, they don't think they need to bring that same level of focus and energy to the end-user experience.
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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'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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If people don't think the odds are against you, you're doing it wrong.
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Companies have never won. You're always either fighting for survival, or fighting for relevance.
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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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Sometimes things are the way they are and can't be changed, other times it's because no one ever tried. Your job is to find the latter.
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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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Entrepreneurship: 10% coach, 20% player, 30% cheerleader, 40% waterboy.
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The only barrier to entry you can create is to consistently build a great product.
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The only way to avoid disruption is to constantly do what you would if you were just starting out.
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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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I think people are always able to achieve more than they think they can. While that’s cliche, I don’t know if managers think about that enough. You have to set your sights extremely high.
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I tend to not discriminate when it comes to people I can learn from. Basically, if someone has built a meaningful business in software, technology or media, faced disruption and adversity, and overcame underdog status, I want to know how they did it.
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I think I'm the kind of person who would be very difficult to employ - I'm pretty annoying, but driven.
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Jeff Bezos is opening a retail store and owns a newspaper. Turns out everything we thought about the Internet is wrong.
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